SHIP PRODUCTION COMMITTEE FACILITIES AND ENVIRONMENTAL EFFECTS SURFACE PREPARATION AND COATINGS DESIGN/PRODUCTION INTEGRATION HUMAN RESOURCE INNOVATION MARINE INDUSTRY STANDARDS WELDING INDUSTRIAL ENGINEERING EDUCATION AND TRAINING THE NATIONAL SHIPBUILDING RESEARCH PROGRAM February 1994 NSRP 0406 Build Strategy Development U.S. DEPARTMENT OF THE NAVY CARDEROCK DIVISION, NAVAL SURFACE WARFARE CENTER in cooperation with Newport News Shipbuilding
Transcript
SHIP PRODUCTION COMMITTEEFACILITIES AND ENVIRONMENTAL EFFECTSSURFACE PREPARATION AND COATINGSDESIGN/PRODUCTION INTEGRATIONHUMAN RESOURCE INNOVATIONMARINE INDUSTRY STANDARDSWELDINGINDUSTRIAL ENGINEERINGEDUCATION AND TRAINING
THE NATIONALSHIPBUILDINGRESEARCHPROGRAM
February 1994NSRP 0406
Build Strategy Development
U.S. DEPARTMENT OF THE NAVYCARDEROCK DIVISION,NAVAL SURFACE WARFARE CENTER
in cooperation with
Newport News Shipbuilding
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These reports were prepared as an account of government-sponsored work. Neither theUnited States, nor the United States Navy, nor any person acting on behalf of the UnitedStates Navy (A) makes any warranty or representation, expressed or implied, with respectto the accuracy, completeness or usefulness of the information contained in this report/manual, or that the use of any information, apparatus, method, or process disclosed in thisreport may not infringe privately owned rights; or (B) assumes any liabilities with respect tothe use of or for damages resulting from the use of any information, apparatus, method, orprocess disclosed in the report. As used in the above, “Persons acting on behalf of theUnited States Navy” includes any employee, contractor, or subcontractor to the contractorof the United States Navy to the extent that such employee, contractor, or subcontractor tothe contractor prepares, handles, or distributes, or provides access to any informationpursuant to his employment or contract or subcontract to the contractor with the UnitedStates Navy. ANY POSSIBLE IMPLIED WARRANTIES OF MERCHANTABILITY AND/ORFITNESS FOR PURPOSE ARE SPECIFICALLY DISCLAIMED.
UNCOMMITTEDO NMENTALEFFECTSO NAN DCOATINGSONINTEGRATIONOEINNOVATIONYSTANDARDSING
NGINEERINGTION
THENATIONALSHIPBUILDINGRESEARCHP R O G R A M
Build Strategy Development
February, 1994NSRP 0406
U. S. DEPARTMENT OF THE NAVYCARDEROCK DIVISION, NAVAL SURFACEWARFARE CENTER
in cooperation with
Newport News Shipbuilding
REPORT
ON
BUILD STRATEGY DEVELOPMENT
A Project ofThe National Shipbuilding Research Program
for
The Society ofNaval Architects and Marine EngineersShip Production Committee
Design/Production Integration Panel (SP-4)-
PREPARED BY
Thomas LambDirector of Engineering
Textron Marine Systems, Inc.and
A&P Appledore International Ltd.
ACKNOWLEDGMENT
This report has been prepared jointly by A&P Appledore International Ltd. and Thomas Lamb,and covers the preparation% distribution and analysis of the responses to the Build Strategy andShipyard Capabilities and Limitations Questionnaires and a summary of the visits to both U.S. andforeign shipyards; the attempt to develop U.S. shipyard Common Attributes prerequisites for theuse of Build Strategies; and the Build Strategy Document and the examples of its use..
Both questionnaires were jointly developed by A & P Appledore International and ThomasLamb. However, without the participation of the shipyards who took the time to respond to thequestionnaires and those that agreed to allow the project to visit and discuss the subjectfurther, this report would have no value. Their contributions are acknowledged withappreciation.
The study was funded by the National Shipbuilding Research Program Design/ProductionIntegration Panel (SP-4), chaired by J. Getz of Bethlehem Steel Shipyard. The SP-4 Panel is oneof the Ship Production Committee Panels of the Society of Naval Achitects and MarineEngineers, which was established with the purpose of improving U.S. shipbuilding performance.
EXECUTIVE SUMMARY
All ipbuilders plan how they will build their ships. The plan may be only in someone’s heador a detailed and documented process involving many people. Often diiferent departmentsprepare independent plans which are then integrated by a “Master Plan/Schedule”. A BuildStrategy is much more than the normal planning and scheduling and a description of how theProduction Department will build the ship. Many shipbuilders use the term “Build Strategy” fortheir Production Plan only. In terms of this project, this is incorrect. The term ‘Build Strategy”as used throughout this report has a special, specific meaning.
A BUILD STRATEGY IS AN AGREED DESIGN, ENGineering, MATERIALMANAGEMENT, PRODUCTION AND TESTING PLAN PREPARED BEFORE WORKSTARTS, TO IDENTIFY AND INTEGRATE ALL NECESSARY PROCESSES.
A number of shipyards and the U.S. Navy believed in the benefit of the Build Strategyapproach and this project was undertaken to accomplish the following objectives:1. To determine, for a number of U.S. shipyards involved in building the selected ship type/s,
capabilities and limitations and to classifiy them into common U.S. industry criteria2. To determine how many U.S. shipbuilders currently use formal documented Build Strategies3. To familiarize U.S. shipbuilding personnel with the Build Strategy approach, requirements and
benefits4. To determine U.S. shipyard perceived need for a formal Build Strategy5. To prepare a generic Build Strategy that can be used by U.S. Navy program office during
concept, preliminary and contract design as well as U.S. shipyards as the basis for the BuildStrategy for a specific project
6. To prepare examples of the use of the generic Build Strategy for two selected ship types7. To provide a final report on the findings of the shipyard survey on the use of formal Build
Strategies, the perceived requirements, shipyard capabilities and limitations and how theywere used/corporated into the generic Build Strategy
This report records the performance and findings of objectives 1 through 4 and accomplishesobjective 7. Objectives 5 and 6 are presented in Appendices A, B and C.
When it was realized that the Naval Surface Warfare Center had a Generic Build Strategyproject underway for the Mid Term Fast Sealift Ships, it was decided to clearly differentiatebetween the two projects by changing the title of the SP-4 project to BUILD STRATEGYDEVELOPMENT and to concentrate on commercial ships. Therefore the final examples thatdemonstrate the use of the Build Strategy Development framework area 42,400 tonne DWTProduct Tanker and a 30,700 tonne DWT Container/RO RO ship.
Build Strategy and’ Shipyard Capabilities and Limitations questionnaires were prepared fordistribution to U.S. and Canadian shipbuilders. Three U.S. shipyards responded and, only onewas willing to meet with the project team. Two other shipyards agreed to a team visit duringtelephone calls to solicit support for the project
AU five U.S. shipyards were familiar with the Build Strategy approach. Only one had neverprepared a Build Strategy document although even that shipyard did prepare many of the listedcontent components and was of the opinion that it was not worth the effort to produce a singleBuild Strategy document.
The shipyards emphasized that the Build Strategy document should not be so structured that itdiscourage innovation or the introduction of improved methods or facilities. It should not attemptto tell shipyards how to prepare drawings, build ships, define or limit block size or dictaterequired production information. It should incorporate need for design for producibility and be aguide for continuous improvement and TQM.
Because of the reluctance of most shipyards that were contacted to share the detailedinformation requested by the Shipyard Capabilities and Limitations Questionnaire, no renewedattempt was made to obtain this information during the visit. Instead, each shipyard visited wasasked what were their two or three major limitations. This information was then used to developa “notional” U.S. shipyard for the Build Strategy development.
Visits to three foreign shipyards were made in June and July, 1993. All shipyards visited gaveoutstanding support in time and effort to the team and their hospitality was exceptional. They allstated that their willingness to participate in projects to assist the U.S. shipbuilding industryimprove was based on the belief that everyone benefits from an open exchange of technology anda sharing of problems and the development of solutions for their resolution. They openly sharedtheir facility capability and limitation data. Both Ferguson and Astilleros Espanoles use the BuildStrategy approach. Odense Steel Shipyard does not but its approach to planning and the formaldocumentation and distribution of the planning documents achieves many of the Build Strategyapproach objectives.
A contents list was developed for the Build Strategy Document from the questionnaireresponses as well as shipyard visit discussions and each item listed was identified as being“recommended” to an effective Build Strategy or “optional” based on the shipyard responses. Theactual Build Strategy Document and the two examples follow this contents list. An introductionoutlining the purpose of the Build Strategy Document, its suggested distribution in a shipyard andthe prerequisites for a successful Build Strategy is also provided.
APPENDIX B - BUILD STRATEGY EXAMPLE FOR 42,400 TONNE DWTPRODUCT TANKER B1
APPENDIX C - BUILD STRATEGY EXAMPLE FOR 30,700 TONNE DWTCONTAINER/RO RO SHIP C1
APPENDIX D - SHIPYARDS TO WHICH QUESTIONNAIRES WERE SENT D1
APPENDIX E - BUILD STRATEGY QUESTIONNAIRE El
APPENDIX F - SHIPYARD CAPABILITIES AND LIMITATIONQUESTIONNAIRE F1
1.0 INTRODUCTION
1.1 General
All shipbuilders plan how they will build their ships. The plan may be only in someone’s heador a detailed and documented process involving many people. Often different departmentsprepare independent plans which are then integrated by a “Master Plan/Schedule”.
A Build Strategy is much more than the normal planning and scheduling and a description ofhow the Production Department will build the ship.
Many shipbuilders use the term “Build Strategy” for their Production Plan only. In terms ofthis project, this is incorrect. The term “Build Strategy" as used throughout this report has aspecial, specific meaning. It is also recognized that some shipbuilders have a process very similarto the Build Strategy approach but do not call it such.
What is meant by the term Build Strategy? It:
Applies a company’s overall shipbuilding policy to a contract
Ensures all departments contribute to the strategy
Provides a process for ensuring that design development takes full account of productionrequirements
Systematically introduces production engineering principles that reduce ship work contentand cycle time
Identifies interim products and creates product-oriented approach to engineering andplanning of the ship
Determines resource and skill requirements and overall facility loading
Identifies shortfalls in capacity in terms of facilities, manpower and skills
Creates parameters for programming and detail planning of engineering procurement andproduction activities
Provides the basis on which any eventual production of the product may be organizedincluding procurement dates for “long lead” material items
Identifies and resolves problems before work on the contract begins
Ensures communication, Cooperation% collaboration and consistency between the varioustechnical and production fiunctions
In summary:
A BUILD STRATEGY IS AN AGREED DESIGN, ENGINEERING, MATERIALMANAGEMENT, PRODUCTION AND TESTING PLAN PREPARED BEFORE WORKSTARTS, TO IDENTIFY AND INTEGRATE ALL NECESSARY PROCESSES.
Although it is known that a number of U.S. shipbuilders have utilized Build “Strategies, it wasnot known how many and how effective they were.
A number of shipyards and the U.S. Navy believed in the benefit of the Build Strategyapproach and this project was undertaken to accomplish the following objectives:
1.
2.
3.
4.
5.
6.
7.
To determine, for a number of U.S. shipyards involved in building the selected ship types,capabilities and limitations and to classify them into common U.S. industry criteria
To determine how many U.S. shipbuilders currently use formal documented Build Strategies
To familiarize U.S. shipbuilding personnel with the Build Strategy approach, requirements andbenefits
To determine U.S. shipyard perceived need for a formal Build Strategy
To prepare a generic Build Strategy that can be used by U.S. Navy program office duringconcept, preliminary and contarct design as well as U.S. shipyards as the basis for the BuildStrategy for a specific project
To prepare specific examples of the use of the generic Build Strategy for two selected shiptypes
To provide a final report on the findings of the shipyard survey on the use of formal BuildStrategies, the perceived requirements, shipyard capabilities and limitations and how theywere used/incorporated into-the generic Build Strategy
This report records the performance and findings of objectives 1 through 4 and accomplishesobjective 7. Objectives 5 and 6 will be presented in Appendices A, B and C.
2
1.2 Background
In the late 1970’s the shipbuilding world acknowledged the Japanese as the shipbuildingtechnology leaders. This was due to their further development of the U.S./European structuralprefabrication and pre outfitting techniques into an advanced modular structural and zoneoutfitting approach.
In the early 1980’s they commenced transferring this technology for monetary gain to the U. S.,first by private agreements with individual shipyards and then by the MarAd sponsored SP-2Panel activities. This activity is well documented in the many SP-2 Panel reports, which may beobtained through the University of Michigan Transportation Research Institute library.
About the same time a shipbuilding/consultig soup in Britain was also transferring itstechnology for gain to countries around the world but their efforts were not as well recognized inthe U.S. as that of the Japanese shipbuilders.
That company was A&P Appledore International Ltd. Originally owned by London OverseasFreighters and Court Line, who operated the Austin & Pickersgill and Appledore shipyards, A&PAppledore was formed in 1971 to transfer technology, most notably to the Far East but alsoEurope, North and South America. A&P Appledore was largely responsible for the success ofSouth Korean shipbuilding, having designed and managed the largest shipyard in the world atHyundai, and then the largest building dock in the world at Daewoo, Okpo. Since then A&PAppledore has worked in over 60 different countries. It was A&P Appledore that conceived anddeveloped the formal Build Strategy approach in the early 1970’s. It developed from the ideasand processes generated to support the A&P Appledore associated “Ship Factories” atSunderland and Appledore. The detailed work breakdow nformalized work sequencing andveryshort build cycles associated with these ship factories required the communication, coordinationand cooperation that are inherent in the Build Strategy approach.
British Shipbuilders adopted the Build Strategy approach for all their shipyards (l)* and A&PAppledore consulting group, which became a private company at the nationalization of theshipyards, continued to develop the approach as a service to their clients.
The Build Strategy approach was introduced into the U.S. by A.&P Appledore participation inIREAPS conferences as well as presentations to individual shipbuilders and the SP-4 Panel (2,3and 4).
A&P Appledore consulting to NORSHIPCO, Lockheed Shipbuilding Company and TacomaBoat introduced the use of the Build Strategy approach to U.S. shipbuilding projects. Finally, theBuild Strategy approach was described in the DESIGN FOR PRODUCTION Manual, preparedby A&P Appledore for the SP-4 Panel (5).
The concept of the Build Strategy has existed for a number of years, and there has been anongoing development of the concept in those shipyards which have adopted the Build Strategyapproach. During this time, shipyards in Britain have had considerable experience in applying this
•See Section 10.0 REFERENCES
3
technology, and it is now appropriate to update the original Build Strategy approach in the lightof this experience.
Why is this project necessary? It was perceived by some shipbuilders and the U.S. Navy thatthe formal documented Build Strategy approach had not been enthusiastically embraced by U.S.shipbuilders. If the Build Strategy approach is such a good idea and/or shipbuilding improvementtool, it is surely worthwhile to try to find out if this is the case and if so, why isn’t it being usedU.S. shipyards?
It is a known fact, but unfortunately, not often practiced approach, that the peformance ofany endeavor will be improved by improvements in communications, moderation andcollaboration. A Build Strategy improves all three. It cmmunicates the intended totalshipbuilding project to all participants. By better communication it fosters improved cooperationas everyone is working to the same plan. It improves collaboration by involving most of thestakeholders (interested parties) in its development.
Figure 1.2.1 conceptually shows how a Build Strategy does this. It is taken from reference 1.
Figure 1.2.2 shows the required inputs to and output from a Build Strategy. It is taken fromreference 2.
Figure 1.2.3 is a route map which interestingly shows the concept of a Preliminary BuildStrategy being prepared during the preliminary design phase and a Detailed Build Strategy duringthe contract and transitional design phase. It is taken horn reference 5.
The U.S. Navy has expressed interest in preparing a Build Strategy for each new buildingprogram to help them develop production oriented designs and to foster its further use by U.S.shipbuilders, to the mutual benefit of both.
Even today it is fortunately still possible to find shipyard engineering and material schedulesthat do not support the production schedule. A major benefit of a Build Strategy is its integratingeffect and thus, the elimination of this unacceptable situation in today’s competitive world.
Japan and other countries have shown that by taking time before starting on a project to planand integrate all the processes involved in building a ship, they can significantly improve on theperformance of less strategically inclined shipbuilders.
1.3 Selection of Ship Examples
Four ship types were offered to the Project Panel Ad Hoc Team, namely;• Destroyer• Fleet Oiler• RO RO• Container
The Ad Hoc Team selected the fleet oiler and the container ship in January 1993. As theproject developed and the industry interest shifted even more from military to commercial ships, anumber of sources recommended that the fleet oiler example be changed to a products tanker.Therefore the final examples that were selected to demonstrate the use of the Build StrategyDevelopment framework are a 42,400 tonne DWT Product Tanker and a 30,700 tonne DWTContainer/RO RO ship.
Attempts to get ship design information for ships recently designed and/or constructed, for theselected two ship types from U.S. sources were unsuccessful. Therefore, an A&P Appledoredesign for a Products Tanker and the MarAd PD-337 Commercial Cargo Ship (non-enhanced)design were used for the examples.
1.4 Project Team
The project was performed by A & P Appledore International with Thomas Lamb as totalcoordinator and for U.S. shipyard liaison. Originally, it was intended to include on the team aBritish shipbuilder experienced in the use of Build Strategies and in their application to the twoselected ship types. This was not possible due to disinterest by suitable British shipbuilders.hstead, visits and discussions with a number of British and European shipbuilders were arrangedin an attempt to be able to present to the U.S. shipbuilding industry information on how othersuccessful shipbuilders perform integrated planning and scheduling, communication andcoordination of important project interfaces.
1.5 Build Strategy Questionnaire
A questionnaire was prepared for distribution to U.S. and Canadian shipbuilders. Its purposewas to determine current understanding and use of the Build Strategy approach. THE BUILDSTRATEGY QUESTIONNAIRE is shown in Appendix E.
As Build Strategy means different things to different people/shipbuilders, a description of theproject meaning of Build Strategy, very similar to the introduction and background of this report,was prepared.
1.6 Shipyard Capabiity and Limitations Questionnaire
The project abstract required that the major U.S. shipbuilders be surveyed to determine currentcapabilities and limitations regarding building of selected ship types, so that “common capabilitiesand limitations” could be developed and used in the Generic Build Strategy and/or the twoexamples of its use. Appendix F shows the SHIPYARD CAPABILITIES AND LIMITATIONSQUESTIONNAIRE that was used for this purpose.
11
2.0 QUESTIONNAIRE RESPONSE
2.1 Questionnaire Distribution
Both questionnaires were sent to 22 private and Navy shipyards. Where a shipyard had arepresentative on a Ship Production Panel, the questionnaires were sent to the Panel member withthe request to get questionnaires to the right people and to encourage participation.
Where the shipyards did not have people on the Ship Production Panels, the questionnaireswere sent to known contacts with the same request or to the Vice President Production.
Appendix D shows the distribution list for questionnaires. Questionnaires were sent to twocontacts in five of the shipyards.
2.2 Questionnaire Responses
Questionnaires were received from three shipyards. The Build Strategy Questionnaire wascompletely filled out in all three cases. The Shipyard Capability and Limitation Questionnairewas only completely filled out by one shipyard with the other shipyards completing from 30 to 50percent. Only one of the shipyards that responded to the questionnaires was willing to meet withthe project team. Two other shipyards agreed to a team visit during telephone calls to solicitsupport for the project
Build Strategy Questionnaires were completed for two shipyards that were visited but had notcompleted the questionnaires.
The information in the responses has been consolidated and is presented in Table 2.2.I for theBuild Strategy and Table 2.2.II for the Shipyard Capability and Limitation Questionnaire.
2.3 Build Strategy Questionnaire Findings
All five shipyards responding to the Build Strategy Questionnaire were familiar with the BuildStrategy approach. Only one had never prepared a Build Strategy document although even thatshipyard did prepare many of the listed content components and was of the opinion that it was notworth the effort to produce a single Build Strategy document.
There were wide differences in the need for many of the listed content components to be in theBuild Strategy document. However, 18 out of 51 were identified by at least four shipyards andanother 11 by at least three shipyards. These 29 components were identified as Build Strategy‘recommended” components. Two components in the Construction Data group, namely:Number of Plate Parts and Number of Shape Parts were considered unnecessary by all fiveshipyards. They will not be included in the Build Strategy Document. The remaining 20components were identified as “optional”.
12
TABLE 2.1.I - BUILD STRATEGY QUESTIONNAIRE U.S. SHIPYARD RESPONSE
YES NO
Are you familiar with the Build Strategy 5approach described for this project?.
Has your company ever prepared such a Build Strategy? 4 1
How many? 3 t o 6
What ship Types Product Tankers, AOE’s, Container ship, T-AKX andT-AGS
and Sizes?
IF YESWhich Department had the major Master & Production Planning andresponsibility for Build Strategy Development? Production Planning & Control
YES NOHas your company ever used a Build Strategy for a complete design/build cycle? 4 1
YES NODoes your company use the Build Strategy approach for current projects? 4 1
IF NO, and your company previously used the Build Strategy approach why did you stop?
a) Build Strategy document not kept up to dateb) Not worth the effort based on resulting benefitsc) It was not enforced. No one followed itd) Other
YES NODoes your company intend to prepare and use the 4 1Build Strategy approach for future projects?
IF NO, why not?
a) Not perceived to be worth the effort 1b) Too much information considered proprietaryc) Other -
ONE SHIPYARD’S COMMENT - HAVE MOST OF THE PARTS. DO NOTSEE NEED/BENEFIT TO FORMALIZE ONE DOCUMENT
13
If your company does not prepare and use a complete Build Please indicate in this columnStrategy, please indicate in this column what parts it does what you feel should be in adocument and distribute to all decision makers Build Strategy document
Ship Description 5
Applicable Regulations 1
Classification 2
Quality 3
Contract Requirements 3
Product Work Breakdown Structure 5
Master Equipment List 5
Design & Engineering Plan
BudgetResource Allocation and UtilizationKey DrawingsMaterial Purchase RequisitionsWork Station DrawingsMaterial ListsCAM DataSchedule
Paint StrategySubcontract Work ContentProduction Required informationReference SystemMolded DefinitionAccuracy ControlTolerancesDistortion ControlRework ProceduresWork Station SchedulesWeight ControlMaterial Kitting ListsTests and Trials
Construction Data
Number of Plate PartsNumber of Shape PartsNumber of ModulesNumber of AssembliesNumber of SubassembliesJoint Weld LengthPaint AreasDeck Covering AreasPipe Lengths and TypeNumber of Pipe & AssembliesElectric Cable Lengths and Types
DO YOU SEE THIS PROJECT AS WORTHWHILE?
3243122124114
551243222YES NO
4 1
DOES IT HAVE POTENTIAL BENEFIT TO YOU? 3 1
WHAT ADDITIONS WOULD YOU LIKE TO SEE COVERED IN THE STUDY?
OTHER RELATED COMMENTS:
Would you be prepared to allow a visit to your shipyard by members of the YES NOproject team to discuss Your use/interest in the Build Strategy approach? 3 2
15
TABLE 2.1.11- SHIPYARD CAPABILITIES AND LIMITATIONS QUESTIONNAIREU.S. SHIPYARD RESPONSE
YES NODoes your Company have a Marketing/Sales Department? 2 1
Does your Company engage in Market Research? 2 1Domestic Foreign
What is your current primary market? Military 2 1Commercial Ocean Going 1Commercial Off shoreCommercial Small BoatPleasure Craft
What is your desired market Military 2 2for the next 10 years? Commercial Ocean Going 3 3
Commercial OffshoreCommercial Small BoatPleasure Craft
First of Class- Combatant (Cruiser) 1/82 11/83 8/85 - 12/86Last of Class- Combatant (Cruiser) 12/88 1 1/90 11/92 1/94
First of Class- Combatant (LHD) 2/84 7/84 8/87 5/89Last of Class - Combatant (LHD) 9/86 7/88 3/89 7/92
First of Class - Combatant (Frigate) 4/81 3/82Last of Class - Combatant (Frigate) 3/86 2/87
First of Class - Small Tanker 4/82 2/83Last of Class - Small Tanker 9/83 1/84
First of Class- Combatant (Destroyer) 4/85 7187 9/89 4/91Last of Class - Combatant (Destroyer) 1/93 8/95 6/97 9/98
16
PLANNING AND SCHEDULING
YES NOIs all planning and scheduling performed by a single (central) department 1 2
Is planning performed at three levels? - Strategic (S) 1
IF YES - Tactical (T) 1- Detailed (D) 1
Does each department plan and schedule work? 2
IF NO At what planning levels? - Strategic (S) 2
IF YES - Tactical (T) 2- Detailed (D) 2
Which department coordinates/integrates plans? Master Scheduling
Do you use a Material Requirements Program? 3
If no, what method is used?
Do you use an integrated Resource Requirements Program? 3
If no, what method is used?
Do you use Computer Aided Process Planning? 3
Y E S NO
Do you have a Material Planning (Control) Group? 2 1Ifyes, what department is it in? Material/Engineering and Manufacturing Engineering
Who has responsibility for Material Schedule? Master Scheduling/Production Planning & Sched
Do you use a material coding system? 3
Do you use material standards? 2 1If yes, for what products? All procured items
Do you use MRPI or similar system? 3
Do you use MRPII (RRP) or similar system? 3
Are any materials palletized? 3If yes, on what basis? Kits by Work Station 3
Shop 2Block 1Zone 1
Do you have a complete in-house Engineering capability?
Do you subcontract any of your engineering to Design Agents?
Do you subcontract all your engineering to a Design Agent?
Do you use Design for Production approach?
Do you use Design to Cost approach?
Do YOU utilize Group TechnoIogy?
Do you use company wide project teams?
Do you utilize Concurrent Engineering?
Do you use CAD?
Is engineering for production presented in the traditional Systems approach?
Is engineering for production presented in the Modular and Zone approach?
Do you have standard engineering procedures in place?
Do you use engineering standards?
Do you utilize integrated machinery units?
Do you have an in-house computer aided lolling capability?
If yes, what department is responsible for Lofting? Engineering 2
Do you use a Service for your Lofting and N/C documentation?
Does your CAD system prepare Manufacturing Piping Details?
Are the Engineering drawings used directly by Manufacturing?
Are work station/shop sketches used by Manufacturing?
Who prepares the work Station/shop sketches? Engineering 1
Do you have a separate Manufacturing5dustrial Engineering Group?
If so, what department are they in? Engineering
Number of engineers (Degreed professionals)? Current 20
Number of designers? Current 2 0
Number of drafters? Current 50
How is engineering organized? Function 2 Product
YES1
2
2
2
2
2
1
2
2
1
2
2
Manufacturing
2
2
2
Manufacturing
2
NO1
2
2
2
1
1
2
1
Manufacturing 2
Maximum
Maximum
Maximum
Matrix
Are sections grouped traditionally, that is Hull, Machinery and Electrical? 2
OR are sections grouped to suit Modular and Zone Design and Construction? 2
18
MATERIALS HANDLING
YES NOAre all materials handled by cranes? 1 2
Plate yard material handling is by Monobox Crane
Shape yard material handling is by Mobile Crane
Pipe yard material handling is by Mobile Crane and Buggy
Structural shop material handling is by Bridge Cranes
Pipe shop material handling is by Bridge and Jib Cranes
Machine shop material handling is by Bridge and Jib Cranes
Outfit shop material handling is by: Bridge and Jib Cranes
Are self-elevating self-propelled transporters used? 2 1
If yes, what is capacity? 250 t
Are self-elevating, non self-propelled transporters used? 2 1
If yes, what is capacity? 50 t
Are non self-elevating trailers/transporters used? 3
If yes, what is capacity? up to 50 t
Are fork lift trucks used? . . 3
If yes, what: Number75 .
Capacityl t o 1 4 t
What other material handling systems do you use?
Stake Bodies, Order Pickers and Material Stackers
19
MANUFACTURINGn
YES NODo you use the modular structural approach?What structural product breakdown do you use? Part 2
Sub-assembly 2Assembly 2Block 2Super Block 1 1
Do you use Zone Outfitting approach? 2Do you use Advanced Outfitting approach? 2Number of craft workers? current 5000 Maximum 9000Number of laborers? - Current 300 MaximumNumber of support workers? Current 500 MaximumDo you use subcontractors for work in the shipyard? 2If yes, for what products?
Do you have an Accuracy Control Group? 2If yes, what products is it used for?
“ Structural Assemblies, Hull Construction Piping Fabrication & Installation, VentFabrication & Installation, and Electrical Component Installation
Do you utilize Advance Outfitting Integrated Machinery Units? 2Do you utilize Advance Outfitting On Block outfitting? 2Do you utilize Open Sky Advance Outfitting 2Is electrical outfitting including cable installed in blocks? 1 1
PAINTING
YES NODo you blast and prime coat Plates 2
Shapes? 2Pipe? 1 1
Do you use weld through primer? 2
Do you blast assemblies or blocks to remove primer? . 2
Do you have cells for blasting and painting of assemblies or blocks? 2
If yes, at what stage/s of the structural build process? After initial Outfitting/Assembly & Block
20
;FACILITIES
Site Particulars Total acreage 110 acresCovered shop area 900,000 sq ftPlate yard area 70,000 sq ftShape yard area 170,000 sq ftPipe yard area 190,000 sq ftCovered warehouse area 160,000 sq ft
Site Constraints Width of river 2,000 ftMaximum draft at outfitting berth 32 ftAny Canal/lock access to sea widthAny bridge access to sea height
Building Berths Berth number 1 2 3Type —Inclined Ways—Length 700 ft 700ft 700 ftBreadth 100 ft 100 ft 100 ftFor dry-docks,max float off draftFor launch ways,max water depth 35ft 35ft 35ft
Berth Cranes Number of cranes 3TypeCapacities 300 t, 225t and 40 tOutreach 249 ft, 246 ft and 133 ftMax Multi crane lift Number of Cranes LiftMax lift for tuning blocks 225 t
Structural shop and Shop Size Length 188,500 sq ftplatens Width
Height under crane 20 ftMaximum throughputRecent throughput
N U M B E R T Y P E CAPACITYBurning machines 4 Plasma/Gas 48 ft by 13 ftPlate Rolls 2 30 ft&8ftPlate Press 3 500,400 & 300 tShape Bender 2 benders/3 pressesShop cranes 22 Bridge 3 to lootBlast &Prime 4Panel line 1 Automated 50ft widthAssembly area 133,000 Sq ftBlock assembly 175,000 Sq ftBlock erection 3 positions@ 700 ft by 100 ftMaximum assembly Size 50 ft by 18 ft Weight 40 tMaximum block Size 80 ft by 50 ft Weight 200 tMax lift for turning Assemblies 225 t Blocks 225 t
21
Machine shop/s Length 500 ft Width 100 ft Height under crane 30 ftEquipment and capacity
Piping shop/s Length 450 ft Width 100 ft Height under crane 17 ftShop Capacity By Pipe Pieces Pipe Assemblies Weight
YES NODo you use N/C pipe cutting? 1Do you use N/C pipe bending? 1Equipment and capacity:
Outfitting shop/s Length 400 ft Width 200 ft Height under crane 36 ftDo you have a machinery unit shop? 1If yes, Length 50 ft Width 20 ft Height under crane 17 ftunit Constraint Size WeightEquipment and capacity
Welding Equipment/Processes
What welding equipment/ Fab Shopprocesses do you use?
Platen
Berth
Access EquipmentDo you use conventional staging?Do you use Patent staging?Do you use “Cherry-pickers”?Do you use “Sky-Climbers”?Do you use elevators?Do you use escalators?
Percentage ofTotal Welding
15
45
40
YES NO21 12
22
2
22
2.4 Shipyard Capability and Limitations Questionnaire Findings
Only one shipyard answered all the questions. Another answered them all except those dealingwith Facilities. The third shipyard only answered a few Planning and Material questions.
This lack of response makes it impossible to determine common capabilities and limitations.However, the following findings are presented.
Two shipyards have existing Marketing Departments which are involved in Market Research.Interestingly, they both have only been involved in Navy or government contracts during the pastdecade.
One shipyard has a central planning and scheduling department, the others have a MasterPlanning Group that integrates the planning and scheduling of the various departments.
Two shipyards have separate Material Planning/Control Groups and all three use materialcoding MRP II or similar systems.
Only one shipyard has a complete in house engineering capability. Both the other shipyardssubcontract most of their engineering to marine design agents.
Two shipyards use CAD concurrent engineering production oriented drawings, standardengineering procedures and engineering standard details.
AU three shipyards have complete in-house lofting capability and they are part of theengineering department.
Two shipyards have Manufacturing Industrial Engineering groups and they are part of theProduction Department.
Engineering in all three shipyards is fictionally organized into the traditional hull, machineryand electrical although their work is prepared for block construction and zone outfitting.
Two shipyards use self-elevating, self-propelled transporters up to 250 ton capacity, and bothself and non-elevating trailers from 50 to 80 ton capacity. Fork lift trucks from 1 to 14 toncapacity are used for general material handling.
All three shipyards are using block construction, zone outfitting and packaged machinery units.They all use Accuracy Control for structure and one shipyard uses it for piping, ventilation andelectrical components.
AU three shipyards have state of the art painting capabilities.
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3.0 U.S. SHIPYARD VISITATION
3.1 Shipyards Visited
The project team visited BethShip, Avondale Shipyards and NASSCO. Each visit lasted aminimum of four hours with one taking six hours. A proposed agenda was sent to each shipyardprior to the meetings along with a number of additional questions which would be asked duringthe visit. The project team first presented background infornation on the project, such asdescription, objectives and approach. Then the purpose of the meeting was presented, which wasto discuss face to face the questionnaire responses and clarify any questions. It was also to seewhat each shipyard had done and was doing with regard to Build Strategy. In addition, theShipbuilding Technology Office of the Naval Surface Warfare Center at Carderock, Maryland wasvisited. The purpose of this visit was to learn about the Generic Build Strategy activity beingworked on for the Mid Term Fast Sealift Ship (MTFSS) program. The purpose of the meetingwas to determine how the two projects could and should interact. The Navy reported that therewas considerable confusion in the industry because of identical project titles and concernregarding the relationship of the SP-4 Panel Build Strategy project and the U.S. Navy’s Mid TermFast Sealift Ship program. Questions being asked ranged from “Are they connected?” to “Howare the two projects going to be differentiated?”. There is no contractual connection. TheMTFSS program is interested in using the Build Strategy approach for one specific ship in anumber of shipyards to reduce the time taken from contract award to delivery of the ship. TheSP-4 project is interested in showing many shipyards how to use the Build Strategy approach forany ship type. The visit was most beneficial in determining this difference and resulted inagreement that it was necessary to differentiate between the two projects to the maximum extentpossible. It was mutually decided to rename the SP-4 project and further, to concentratingentirely on commercial shipbuilding and ship types. It was decided to clearly differentiatebetween the two projects by changing the title of the SP-4 project to BUILD STRATEGYDEVELOPMENT.
All shipyards and the Shipbuilding Technology 0ffice were very cooperative and generous inthe giving of their time and sharing of their experiences and information.
3.2 Visit Findings for Build Strategy
All three shipyards were familiar with the Build Strategy approach and had prepared a numberof Build Strategies in preparation of bids. Ship types involved were container ship and producttanker. Two had used Build Strategies for at least one complete design/build cycle. Ship typesinvolved were container, sealift conversion and T-AGS.
The departments having the major responsibility for the Build Strategy Development wereunder Production in two shipyards and part of Advanced Product Planning and Marketing in theother shipyard.
All three shipyardswere committed to using the Build Strategy approach in continuing greaterscope. This was entirely based on their own perceived needs/benefits and was not being driven byexternal demands or pressure.
The project team was able to review recent Build Strategies at each shipyard and wasimpressed by the level at which they.were being used. Build Strategy size ranged from 100 to 300pages. Typical effort ranged from 400 to 2000 manhours. However, it was pointed out thatmost of the effort would be required in any case. It simply was being performed earlier, up front,in a formal and concurrent manner. Based on this, the additional effort to prepare a BuildStrategy is likely to be about 400 hours. Obviously, the first time it is done, the additional effortmay be considerably more as the new approach must be learned in a team environment and manytraditional barriers broken down.
By this review and discussion of the Build Strategies, it was possible to determine the itemswhich were considered an essential part,which items were optional and what should not beincluded in the Build Strategy document. This categorizing of the contents will be used in theactual Build Strategy document.
The project team emphasized that it was necessary for each shipyard to have a documentedShipbuilding Policy on which to base their Build Strategies. Otherwise, each Build Strategy mustcontain the required policy components.
The shipyards emphasized that the Build Strategy document should not be so structured that itdiscourage innovation or the introduction of improved methods or facilities. It should not attemptto tell shipyards how to prepare drawings, build ships, define or limit block size or dictaterequired production information. It should incorporate need for design for producibility and be aguide for continuous improvement and TQM. The Build Strategy document and examples of itsuse should be based entirely on commercial ships of the type likely to be built in the U.S. in theforeseeable future. It should not address military ships of any type. This will help to differentiatethis project from the Navy Mid Term Fast Sealift Ship Project.
The Build Strategy document must treat all components of the design, build and test processwith equal attention. So often the “simpler” or “better known” front end design and productiondecisions are more than adequately treated but the back end processes such as system tests andcompartment check off are given minimum consideration in a Build Strategy.
The two examples of the Build Strategy document use should emphasize the ship type majordifferences and their impact on the Build Strategies.
The project should emphasize the benefits of the formal Build Strategy approach. In doing thisan attempt should be made to determine which world class shipbuilders use the Build Strategy orsimilar approach. The project should also clearly describe the pre-requisites that a shipyardshould have or develop before undertaking a Build Strategy to ensure the best chance of aneffective Build Strategy being developed and implemented. The use of preliminary and detailedBuild Strategies should be clearly described. Finally, the project should provide documentationthat is suitable for use.as an educational tool.
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3.3 Visit Findings for Shipyard Capabilities and Limitations
Because of the reluctance of most shipyards that were contacted to share the detailedinformation requested by the Shipyard Capabilities and Limitations Questionnaire, no renewedattempt was made to obtain this information during the visit. Instead, each shipyard visited wasasked what were their two or three major limitations. All three shipyards mentioned cranecapacity. They would all like to erect larger blocks than currently possible: One shipyard wouldlike to increase crane capacity throughout the fabrucation and assembly shops as well as the blockerection on the ways or in the dock. Another shipyard would like to have more covered (out ofthe weather) buildings for assembly and block construction. Finally, one shipyard mentioned thatits major limitation was timely engineering.
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4.0 U.S. SHIPYARD COMMON ATTRIBUTES
As previously mentioned, due to lack of response to the Shipyard Capabilities and LimitationsQuestionnaire, it was not possible to determine U.S. shipyard common attributes which could beused in the Build Strategy Document. In order to have a basis on which to prepare the projectBuild Strategy Document and examples of its use, a hypothetical shipyard was constructed by theproject team. The hypothetical shipyard represents no existing U.S. shipyard but rather attemptsto reflect some of the facilities and capabilities of a typical U.S. shipyard that would be interestedin competing in the world commercial ship market. It does not reflect the lowest commoncapabilities. Table 4.1 describes or lists the hypothetical shipyard capabilities in sufficient detail tobe used by the Build Strategy Document examples.
TABLE 4.I
NOTIONAL U.S. SHIPYARD
The shipyard has been in operation since the end of WWII or within a decade thereafter. It hasundergone extensive modernization especially in the last two decades. Average annualimprovement budget has been in the range of $5 to 10 million for new equipment structuralshops, cranage, berths, outfitting shops, fitting out quays and technical and management software.It has either been a continuous builder of naval ships with an occasional commercial ship. or ofcommercial ships, but recently forced into naval support type ships because of the lack of U.S.commercial shipbuilding over the last 10 years.
Potential throughput is 70,000 CGT per year. This is equivalent to four 40,000 Tonne DWTProduct Tankers or three and a quarter 30,000 Tonne DWT Container Ships.
The shipyard has mid 1980 technology steel processing and fabrication shops, equipment materialhandling and cranage. Equipment includes plate and shape pre-processing treatment withconveyor handling. N/C burning machines, plate rolls and presses. Line heating is used for plateshaping. Frame bending is accomplished by hydraulic machine utilizing computer generatedtemplates or inverse lines. A panel line is used for flat stiffened panels with one sided welding andautomatic stiffener welding. Webs and other subassemblies are processed in a designatedsubassembly area and fed to both panel line and shaped structure shop. Pin jigs are used for shapestructure. Some panels and shaped structure is joined to form 3 dimensional blocks at outsideplatens. Multi-wheeled jack up transporters are used to move panels, assemblies and blocks tothe various shops, platens and berth/s.
Equipment and piping modules are constructed in a special outfit packaging shop
Areas are designated for “On Block” outfitting either before or after block coating treatment.
Panels for the deckhouse are transported to a special deckhouse construction shop for “On Block’outfitting and the to an erection area. Once the structure and distributive systems are completedthe deckhouse is turned over to the joiner work and furnishing subcontractor.
Material handling consists of conveyors and overhead cranes in the shops, panel and blocktransporters, outfit pallet trucks, platen cranes and berth cranes.
The shipyard subcontracts a significant portion of its design and engineering work to designagents. Both the shipyard and the design agent have coordinating staff in each other’s premises.CAD is used for all engineering and the engineering department prepares all lofting and pipe piecedefinition. Design for production is emphasized and engineering documentation is provided in themost suitable way to suit structural block and zone outfitting construction
The Production Engineering group performs process analysis and works with Engineering todevelop the shipyard’s Ship Definition.
AU machining is subcontracted.
The following particulars-describe the major physical attributes of the shipyard:
1.0 CRANESIn Preparation Shop 2 @ 5 tonne EOTC
1 tonne local as required for Profile WorkingIn Subassembly Shop 2 @ 5 tome EOTCIn Assembly Shop 2 @10 tonne EOTCIn Panel Line 1 @60 tonne EOTC with 18 m from floor to hookIn Block Assembly 2 @60 tonne EOTCAt Berths 2 @ 135 tonne at 27 m jib crane
2.0 BERTHS 2 @ 230 m x 35 m conventional building berths
3.0 ACCESSDoors into/from Preparation Shop, 4 m high and 4 m wideand Subassembly Shop, and intoPanel Assembly ShopDoor from Panel Assembly Shop 6 m high and15mwideDoors into from Block Assembly 15 m highand 18 m wide
4.0 TRANSPORTERS
Into/from Preparation Shop 5 tonne, capable of handling plates up to 13.615 mand Subassembly Shop by 2.438 m and profiles up to 13.615 m by 0.4 mInto/from Assembly Shop 10 tonne, capable of handling panels up to 13.615 m
by 2.438 mFrom Panel Line 60 tonne, capable of handling panels up to 15.4 m by
13.615 mFrom Block Shop 250 tonne, capable of handling blocks up to 29.26 mby 13.615 m
5.0 SHOP AREA - Assembly Shop 20,000sq m
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5.0 FOREIGN SHIPYARD VISITATION
5.1 Shipyards Visited
Eight foreign shipyards were contacted but only four responded and three of them agreed to avisit.
Visits to the three foreign shipyards were made in June and July, 1993. The shipyards wereFerguson’s in Port Glasgow, Scotland, a successful small ship builder; Odense Steel Shipyard inDenmark, a successful large ship builder reputed to be one of the best shipbuilders in the worldtoday; and Astilleros Espanoles in Spain, another successful large shipbuilding group which hasutilized many of the NSRP project publications to assist them in their improvement program
All shipyards visited gave outstanding support in time and effort to the team and theirhospitality was exceptional. They were most open in showing and describing their facilities,processes, goals and problems, and all stated that their willingness to participate in projects toassist the U.S. shipbuilding industry improve was based on the belief that everyone benefits froman open exchange of technology and a sharing of problems and the development of solutions fortheir resolution.
5.2 Visit Findings for Build Strategy
Ferguson Shipbuilders recognize that they do not have ideal facilities and their success is basedon small size allowing a togetherness, valuing every one’s participation allowing change fromwithin rather than forcing change from the top, and improving productivity by better use of whatthey have.
Ferguson’s does prepare a Build Strategy for each contract. They have done this for allcontracts since start up. They cover most of the items listed as essential in the study proposedBuild Strategy Document List. Most of the optional items are omitted, although they do includebudgets. Build Strategy with budgets are given restricted distribution. The ProductionEngineering Group has the responsibility to prepare the Build Strategies with input from othergroups/departments. They gave the Team a copy of the Build Strategy for the current contractunder construction. A copy of the contents list of the Build Strategy is shown in Table 5.2.1.
Ferguson’s Build Strategy is relatively simple (that’s how they like it), but even with their smallsize they still see and achieve benefits from using the Build Strategy approach. Ferguson’s usesprevious Build Strategies as the basis for new Build Strategy.
Ferguson’s subcontracts a considerable amount of their outfitting. Although they design thepiping and HVAC, the fabrication and installation is done by subcontractors.
Odense Steel Shipyard has excellent facilities with up to date equipment and processes. Someof their robots are self developed. They have an extensive ongoing facilities improvementprogram. They are not satisfied with any phase of their operation and are always seekingcontinuous improvement. They are currently building today what they did in the past with 40% ofman hours. Odense believes productivity is the key to future success in global shipbuilding. Theyhave goal of 6% annual productivity improvement. Typical build cycle is 12 months with 3
29
months in building dock one month outfitting and 3 weeks deck trials and sea trials. Sea trialsare normally 3 days and once the ship leaves the shipyard for sea trials it does not return toshipyard.
Odense Steel Shipyard does not use the Build Strategy approach but has a planning systemthat covers most of the Build Strategy components and recognizes the need to communicate thisinformation in a formal manner to the many users in a shipyard. Odense Steel Shipyard (0SS)was not aware of the Build Strategy approach. However, the way they prepare and formallydocument and distribute their planning documents achieves some of the same objectives. 0SSdoes have along term business plan and the Phase I part of their planning process is similar to theShipbuilding Policy. Their planning is totally integrated. 0SS said they agree with the benefitsstated for the Build Strategy approach but did not like the project title of Generic Build Strategyas it was confusing. As Build Strategies are for a specific ship in a specific shipyard, how can theybe Generic? 0SS has always used standard processes and standard details to the maximum extentand still do so. They are an effective part of 0SS high productivity in all departments andprocesses.
AstillerosUeros Espanoles is a grouping of diverse shipyards covering all sizes of commercial shipsand offshore vehicles/rigs. They have a central office in Madrid. This central group performsmuch of the business planning and setting of each shipyard policy. However, at the meeting withrepresentatives of all shipyards in the group and at meetings at Sestau and Peurto Real Shipyardsthe enthusiasm of individual managers for continuous improvement including the use of a BuildStrategy approach was very clear. Each shipyard has its own 5 year plan covering goals,productivity, ship types and employees. A major point in their use of Build Strategy is thedevelopment of a catalog of interim products for each shipyard. Build Strategies were reviewedin two shipyards. They covered most of the recommended items in the study proposal BuildStrategy Contents List. In addition, they added interesting information about the ship owner, hisexisting fleet and operations. The study proposed Build Strategy Contents List was modified toincorporate this additional item as an option. The Contents List for a Build Strategy at PuertoReal Shipyard is shown in Table 5.2.11.
5.3 Visit Findings for Shipyard Capabilities and Limitations
AU of the shipyards visited stated that improvement in productivity was the key to survivabilityand fiture success in the global shipbuilding market place. Ferguson’s approach was to acceptmid 1980 facilities and to concentrate on using their people more effectively through integratedprocesses. The building berth limited them to ships up to 100 meters. Their limitations weretemporary, in that they could be eliminated by investment, were berth cranage and block shopsize, cranage and access dimensions.
Odense Steel Shipyard has very up to date capabilities and is in the fortunate position ofhaving no known limitations for the foreseeable future.
Astilleros Espanoles shipyards cover the range from old shipyards to relatively new facilities,but in all cases have had significant modernization in the last few years, some of which is stillunderway. Only one shipyard acknowledged any limitations, and that was the clear width of abridge through which its ships had to pass to get to the sea.
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TABLE 5.2.1
FERGUSON SHIPBUILDERS BUILD STRATEGT CONTENTS
1. THE VESSEL
2. THE STRATEGY
3. THE TACTICS
3.1 PROCUREMENT & MATERIAL CONTROL
3.2 PLANNING3.2.1 Programs3.2.2 Labor Cost Control
3.3 TECHNICAL
3.4 PRODUCTION3.4.13.4.23.4.33.4.43.4.5
Area SupervisionPlate Piece Part MarshallingQualityWeldingAbsenteeism
3.5 SUB-CONTRACTING
3.6 ELECTRICAL ENGINEERING
3.7 CHANGE CONTROL
4. FIGURESProduction Cardinal Date ProgramGeneral Arrangement .Machinery ArrangementMajor Equipment Delivery ProgramEquipment Procurement ScheduleUnit Breakdown PlanUnit Breakdown Plan Isometricunit PlanningZone PlanZone PlanningTarget ManhoursEstimated Labor LoadingsFabrication ProgramTechnicalProgram- SteelworkTechnical Program - Arrangement and OutfitTechnical Program - Machinery and PipingGreen and Welding GapsDatum Lines
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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
TABLE 5.2 II
ASTILLEROS ESPANOLES PUERTO REAL SHIPYARD BUILD STRATEGYCONTENTS
INTRODUCTION - PURPOSE OF DOCUMENT
OWNERBackgroundFleetPast RelationshipCompetitionService - Special Aspects - Mission and Concept
CONTRACTImportant DatesPriorities - Order of PrecedenceTechnical CharacteristicsSupplemental Clauses for ContractCancellationDrawing Approval and Supervision of ConstructionUnique/Special Itemscharterers RightsQuality StandardSelected VendorsSea TrialsPaymentBudget and Build CycleProductivity GoalsAdministration Goals.
PRINCIPLE CHARACTERISTICS
CLASS & REGULATIONS
COMPARISON OF SHIP WITH OTHER SHIPS BUILT BY SHIPYARD
MASTER EQUIPMENT SCHEDULE
SHIPYARD SCHEDULE OF WORK FOR 4 YEARS
SCHEDULE FOR SHIP
MAN-HOUR LEVELING
ENGINEERING AND PLANNING
CONSTRUCTION STRATEGY
PRODUCTIVTTY IMPROVEMENT
QUALITY IMPROVEMENT
BLOCK BREAKDOWN
6.0 BUILD STRATEGY DOCUMENT CONTENTS LIST
A contents list was developed for the Build Strategy Document from the questionnaireresponses as well as shipyard visit discussions and is shown in Table 6.I. As mentioned in Section2.3- “Build Strategy Questionnaire Findings”, each item listed was identified as being“recommended” to an effective Build Strategy or “optional” based on the shipyard responses. Thecontents list is changed from the listed items in the Build Strategy Questionnaire, based onshipyard suggestions, but it was still possible to designate each item as recommended and optionaland follow the combined shipyards’ intent. The actual Build Strategy Document and the twoexamples follow this contents list. An introduction outlining the purpose of the Build StrategyDocument its suggested distribution in a shipyard and the prerequisites for a successful BuildStrategy is also provided.
TABLE 6.1
PROPOSED BUILD STRATEGY DOCUMENT CONTENTS
1: INTRODUCTION
1.1 Purpose of Document
1.2 Build Strategy Document Prerequisites
1.3 Distribution
1.4 summary
2: VESSEL DESCRIPTION
2.1 General Description &Mission
2.2 Principal Particulars
2.3 Special Characteristics & Requirements
2.4 Comparisons/Differences From Previous Vessels
2.5 Applicable Regulations & Classification
2.6 Owner Particulars2.6.1 Background2.6.2 Fleet2.6.3 Past Relationship2.6.4 Competition
RECOMMENDED
RECOMMENDED
RECOMMENDED
RECOMMENDED
RECOMMENDED
RECOMMENDED
RECOMMENDED
RECOMMENDED
OPTIONAL
OPTIONALOPTIONALOPTIONALOPTIONAL
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3: CONTRACTUAL
3.1 Contractual Dates & Time Constraints RECOMMENDED
3.2 Payment OPTIONAL
3.3 Liquidated Damages & Penalties RECOMMENTED
3.4 Cancellation OPTIONAL
3.5 Drawing Approval OPTIONAL
3.6 Construction Inspection OPTIONAL
3.7 Trials OPTIONAL
3.8 Quality RECOMMEND
4: DESIGN & ENGINEERING
4.1 Strategy & Scope4.1.1 General RECOMMENDED4.1.2 Changes to Ship Definition Strategy RECOMMENDED4.1.3 Modeling & Composites RECOMMENDED
4.2 Key Drawings RECOMMENDED
4.3 Production Information requirements4.3.1 CAM information RECOMMENDED4.3.2 Manufacturing Information RECOMMENDED4.3.3 Parts Listings RECOMMENDED4.3.4 Installation Drawings RECOMMENDED4.3.5 Installation Procedures RECOMMENDED
While any shipyard could develop a Build Strategy for any ship to be constructed by themthere are certain prerequisites that make the process easier and more effective. Most shipyardswill have a Business Plan covering a number of years. As a prerequisite for the Build Strategyapproach a Shipbuilding Policy should be prepared. This policy, in effect, describes how thebusiness plan will be implemented. Part of the Shipbuilding Policy is the Ship Definition. Thisdescribes in.detail how the types of work will be defied (Product Work Breakdown Structure)and what processes and formats will be used for technical documentation% material definition andordering ,work station definition and other necessary technical procedures. If there is noShipbuilding Policy, including a Ship Definition, then it must be developed for and as part of eachBuild Strategy. This is an ineffective approach, especially as much of the informationShipbuilding Policy is standard for a shipyard and will not change for individual ships to be built.
Therefore the prerequisites that must be in place for the successful introduction of the BuildStrategy approach are -
Business PlanShipbuilding policyShip DefinitionProduct Work Breakdown Structure
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8.0
8.1
RELATIONSHIP BETWEEN SHIPBUILDING POLICY AND BUILD STRATEGY
General
A Shipbuilding Policy is developed from a company’s Business Plan.which is usually developedto cover a period of five years and includes such topics as:
the product range which the shipyard aims to buildshipyard capacity and targeted outputtargets for costspricing policy
The product range is identified, usually as a result of a market study.
The relationship between a Business Plan Shipbuilding Policy and Build Strategy is shown inFigure 8.1.
8.2 Shipbuilding Policy
8.2.1 Introduction
A Shipbuilding Policy is the definition of the optimum organization and build methods withinthe company’s shipbuilding ambitions as defined in the Business Plan. The Shipbuilding Policy isaimed primarily at design rationalization and standardization together with the related workorganization to simulate the effect of series construction. This is achieved by the application ofgroup technology and a product work breakdown which leads to the formation of interim productfamilies.
The Business Plan sets a series of targets for the technical and production part of theorganization. To meet these targets, a set of decisions is required on:
facilities developmentproductivity targetsmake, buy or subcontracttechnical and production organization
These form the core of the Shipbuilding Policy. The next level in the hierarchy defines the setof strategies by which this policy is rerlized, namely the Build Strategy.
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8.2.2 Shipbuilding Policy
In essence, the Shipbuilding Policy comprises a set of standards, which can be applied tospecific ship contracts. The standards apply at different levels:
Strategic, related to type plans, planning units, interim product types, overall facilitydimensions and so on, applied at the Conceptual and Preliminary Design stages.
Tactical, related to analysis of planning units, process analysis, standard products andpractices and so on, applied at the Contract and Transition Design stages.
Detail, related to work station operations and accuracy tolerances, applied at the DetailDesign stage.
Because shipbuilding is dynamic, there needs to be a constant program of product and processdevelopment. Also, the standards to be applied will change overtime with product type, facilitiesand technology development.
The shipbuilding policy is therefore consistent but at the same time will undergo a structuredprocess of change, in response to product development new markets, facilities development andother variations.
The policy has a hierarchy of levels, which allow it to be applied in full at any time to aparticular contract. However, the Policy which would be applied in a year’s time would notnecessarily be the same. Improvements in methods might be incoporated, as the result ofexperience or of a facilities development plan.
Therefore, to link the current policy with a future policy, there should be a series of projectsfor change, which are incorporated into an overall action plan to improve productivity. Sincefacilities are a major element in the policy, a long term development plan should exist which looksto a future policy in that area. This will be developed against the background of future businessobjectives, expressed as a plan covering a number of years.
These concepts aresummarized and illustrated in Tables 8.2.2.I and II.
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TABLE 8.2.2.I
ELEMENTS OF SHIPBUILDING POLICY
POLICY OVERVIEW
Policy Based on Business Plan Objectives
Sets Objectives for Lower Levels
CURRENT PRACTICE
Existing Standards
“Last Best"Practice
Procedures to be Applied to Next Contract
PRODUCTIVITY ACTION PLAN
Covers Next Twelve Months
Plans Improvements in Specific Areas
Isa Set of projects
FUTURE PRACTICE
Developed from Current Practice
Incorporates Outcome of Action Plan
Procedures to be Applied to Future Contracts
LONG TERM DEVELOPMENT PLAN
Covers Facilities Development
Covers a Five Year Period
TABLE 8.2.2.II
TYPICAL LIST OF CONTENTS IN A DETAILED SHIPBUILDING POLICYDOCUMENT
1.0 OVERVIEW
1.1 Objectives1.2 Purpose and Scope1.3 Structure
2.0 PRODUCT RANGE
2.1 Product Definition2.2 Outline Build Methods
3.0 OVERALL PHILOSOPHY
3.1 Outline3.2 Planned Changes and Developments3.3 Related Documents3.4 Work Breakdown Structure3.5 coding3.6 Technical Information3.7 Workstations3.8 Standards3.9 Accuracy Control
4.0 PHYSICAL RESOURCES
4.1 Outline4.2 Planned Changes and Developments4.3 Related Documents4.4 Major Equipment4.5 Steel Preparation and Subassembly4.6 Outfit Manufacture4.7 Steel Assembly4.8 Outfit Assembly4.9 Pre-outfit Workstations4.10 Berth/Dock Area4.11 Engineering Department Resources
43
5.0 SHIP PRODUCITON METHODS5.1 Outline5.2 Planned Changes and Developments5.3 Related Documents5.4 Standard Interim Products, Build Methods,5.5 Critical Dimensions and Tolerances
6.0 SHIP DEFINITION METHODS6.1 Outline6.2 Planned Changes and Developments6.3 Related Documents6.4 Ship Definition Strategy6.5 Pre-Tender Design6.6 Post-Tender Design
7.o PLANNING FRAMEWORK7.1 Outline7.2 Planned Changes and Developments7.3 Related Documents7.4 Strategic Planning7.5 Tactical Planning7.6 Detail Planning7.7 Perfpr,amce Monitoring and Control
8.0 HUMAN RESOURCES8.1 Outline8.2 Planned Changes and Developments8.3 Related Documents8.4 Organization8.5 Training8.6 Safety
9.0 ACTION PLAN9.1 Outline9.2 Projects and Time scales
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8.2.3 Strategic
Work at this level provides inputs to:
The conceptual and preliminary design stages.Contract build strategy.Facilities development.Organizational changes.The tactical level of shipbuilding policy.
At the strategic level, a set of documents would be prepared which address the preferredproduct range. For each vessel type, the documents will include:
Definition of the main planning units.Development of type plans, showing the sequence of erection. (See Figures B6.5 andC6.5 in Apendices B and C for an example of a type plan).Analysis of main interim product types.
The strategic level will also address the question of facility capability and capacity.
Documentation on the above will provide input to the conceptual design stage except, ofcourse, in those cases where a design agent is undertaking the design work and the builder has notbeen identified.
Documentation providing input to the preliminary stage will include
8.2.4
Preferred raw material dimensions.Maximum steel assembly dimensions.Maximum steel assembly weights.Material forming capability, in terms of preferred hull configurations.“Standard” preferred outfit assembly sizes, configuration and weights, based on facilitycapacity/capability.“Standard” preferred service routes.
Tactical
At the tactical level standard interim products and production practices related to the contractand transition design stages and to the tactical planning level will be developed. All the planningunits will be analyzed and broken down into a hierarchy of products. The policy documents willdefine preferences with respect to:
Standard interim products.Standard product process and methods. (See Figures B & C6.6, 7 and 8 in Appendices Band C for an example of process analysis).Standard production stages,installation practices.Standard material sizes.Standard piece parts.
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The capacity and capability of the major shipyard facilities will also be documented.
For the planning units, sub-networks will be developed which define standard times for alloperations from installation back to preparation of production information. These provide inputto the planning function.
8.2.5 Detail
At this level, the policy provides standards for production operations and for detail design.
Accuracy control tolerances.Welding standards.Testing requirements.
Reference to the standards should be made in contracts, and relevant information madeavailable to the design, planning and production functions.
A with all levels of the shipbuilding policy, the standards are updated overtime, in line withproduct development and technological change.
8.2.6 Ship Definition
A ship definition is a detailed description of the procedures to be adopted and the informationand format of that information to be produced by each department developing technicalinformation within a shipyard. The description must ensure that the information produced by eachdepartment is in a form suitable for the users of that information. These users include
Ship owners or their agentsShipyard managementClassification societiesGovernment bodiesOther technical departments:
Design and drawing officesCAD/CAM centerLoftingPlanningProduction engineeringProduction controlMaterial controlEstimatingProcurement
Production departments
Preferably the ship under consideration would also be of a type which has been identified in theShipbuilding Policy as one which the shipyard is most suited to build.
The next best scenario would be that the ship being designed was of a type for which a buildstrategy exists within the shipyard.
8.3 Build Strategy
8.3.1 Need for Build Strategy
If mass production industries, such as automobile manufacture, are examined, there is noevidence of the use of build strategies.
Some shipyards, which have a very limited product variety, in terms of interim and finalproducts, generally speaking also have no need for build strategies. If such shipyards, which areamongst the most productive in the world, do not use build strategies, then why should the U.S.industry adopt the build strategy approach?
The answer lies in the differences in the commercial environments prevalent and the gearing ofoperating systems and technologies to the product mix and marketing strategies. In a generalsense, the most productive yards have identified market niches, developed suitable standard shipdesigns, standard interim products and standard build methods. By various means, these yardshave been able to secure sufficient orders to sustain a skill base which has become familiar withthose standards. As the degree of similarity in both interim and final products is high, there hasbeen no need to re-examine each vessel to produce detailed build strategies, but many of them doas they find the benefits greatly outweigh the effort.
It is most likely that the U.S. shipbuilding industry’s re-entry into major commercialinternational markets will begin with one-offs or at best very limited series contracts.Furthermore, as many U.S. shipyards believe that it will be most effective to concentrate oncomplex vessels, the build strategy approach will be a key factor in enabling the yards to obtainmaximum benefit from the many technologies which have been made available through the workof the NSRP Ship Production Panels, and to ensure that the way they are to be applied is wellplanned and communicated to all involved.
Most shipyards will have elements of a Build Strategy Document in place. However, withouta formalized Build Strategy Document the lines of communication maybe too informal andvariable for the most effective strategy to be developed.
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8.3.2 What is a Build Strategy?
A well organized shipyard will have designed its facilities around a specific product range andstandard production methods which are supported by a variety of technical and administrativefunctions that have been developed according to the requirements of production and detailed in aShipbuilding Policy. In this case, when new orders are received only work which is significantlydifferent to any previously undertaken needs to be investigated in depth, in order to identifypossible difficulties.
Where it has not been possible to minimize product variety, such investigations will becomecrucial to the effective operation of the shipyard. The outcome of these investigations is the BuildStrategy Document.
A Build strategy is a unique planning tool. By integrating a variety of elements together, itprovides a holistic beginning to end perspective for the project development schedule. It is also ashort hand way of capturing the combined design and shipbuilding knowledge and processes, sothey can be continuously improved, updated and be used as a training tool.
A Build Strategy effectively concentrates traditional meetings that bring all groups involved,together to evaluate and decide on how the ship will be designed, procured constructed andtested, before any tasks are commenced or any information is “passed on”.
The objectives of the Build Strategy Document areas follows:
To identify the new vessel.To identify the design and features of the new vessel.To identify contractual and management targets.To identify departures from the shipyard’s Shipbuilding Policy.To identify constraints, based on the new vessel being designed/constructed, particularlywith reference to other work underway or envisaged.To identify what must be done to overcome the above constraints.
The last objective is particularly important as decisions taken in one department will haveimplications for many others. This means that effective inter-departmental communication is vital.
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9.0 BENEFITS OF A BUILD STRATEGY
9.1 Development of the Build Strategy
The very act of developing a Build Strategy will have benefits due to the fact that it requiresthe various departments involved to communicate and to think rationally about how and wherethe work for a particular contract will be performed. Itwill also highlight any potential problemsand enable them to be addressed well before the “traditional” time when they will arise.
If a Shipbuilding Policy exists for the company then it should be examined in order to ascertainif a ship of the type under consideration is included in the preferred product mix. If such a shiptype exists then certain items which would othenwise go into a Build Strategy will have beenaddressed. These items include
One thing which is unique to any new ship order is how it fits in with the ongoing work in theshipyard. The current work schedule must be examined in order to fit the ship underconsideration into this schedule. Key dates, such as cutting steel, keel laying, launch and deliverywill thus be determined.
Using the key dates other events can be planned. These events are
Key event program.Resource utilization.Material and equipment delivery schedule.Material and equipment ordering schedule.Drawing schedule.Schedule of tests and trials.Stage payment schedule and projected cash flow.
Once the major events and schedules are determined they can be examined in detail to expandthe informationto a complete build strategy. For example the key event program can beassociated with the work breakdown to produce planning units and master schedules for hull,blocks, zones, equipment units and systems.
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9.2 Usage
The Build Strategy Document should be used by all of the departments listed above and aformal method of feedback of problems and/or proposed changes must be in place so that agreedprocedures cannot be changed without the knowledge of the responsible person. Any suchchanges must then be passed on to all holders of controlled copies of the Build Strategy.
The Build Strategy is used to facilitate and strengthen the communication links. It shouldbring up front and be used to resolve potential conflicts between departments in areas of designdetails, manufacturing processes, maked/buy decisions and delivery goals.
A Build Strategy can be used as an effective people empowerment tool by giving participantsthe opportunity to workout all their needs together in advance of performing the tasks.
The intent of a Build Strategy is to disseminate the information it contains to all who canbenefit from knowing it. Throughout this report it is described as a hard copy document,buttoday it could well be electronically stored and disseminated through local area network workstations.
9.3 Benefits
Producing a Build Strategy Document will not guarantee an improvement in productivity,although, as stated earlier, the process of producing the document will have many benefits. Fullbenefits will only be gained if the strategy is implemented and adhered to.
Positive effects of the Build Strategy approach are two-fold:
During production managers and foremen have a guidance document which ensures thatthey are fully aware of the construction plan and targets, even those relating to otherdepartments. This reduces the likelihood of individuals taking decisions which haveadverse effects in other departments. Although often quoted by shipyards as being thereason for a Build Strategy, the benefits accruing from this are not major.
Prior to production the use of the Build Strategy approach ensures that the best possibleoverall design and production philosophy is adopted. Crucial communication betweenrelevant departments is instigated early enough to have a significant influence on finalcosts. It is therefore the structured, cross-discipline philosophy which provides thedownstream reductions in costs and this is the major benefit.
A yard which develops a strategy by this method will gain all the advantages, whether or not asingle Build Strategy Document is produced. However, the imposition of the requirement for asingle document should ensure that the development of the strategy follows a structuredapproach.
Perhaps the single most beneficial aspect of a Build Strategy is, that by preparing one, thedifferent departments have to talk to each other as a team at the right time. A Build Strategy is a“seamless” document. It crosses all traditional department boundaries. It is an important step inthe direction of the seamless enterprise. The most evident benefit is improved communication
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brought about by engaging the whole company in discussions about project goals and the bestway to achieve them. It eliminates process/rework problems due to downstream sequential handover of tasks horn one department to another by deciding concurrently how the ship will bedesigned and constructed.
Some of the advantages mentioned by users of the Build Strategy approach are
helps prioritize workis an effective team building toolrequires that people share their viewpoints because they need to reach a consensusplaces engineers face to face with their customers - purchasing production, test, etc.expands peoples view of the product (ship) to include such aspects as maintenance, customertraining support service, etc.fosters strong lateral communicationconcentration on parallel versus sequential effort saves timedifferences and misunderstandings are discussed and resolved much earliergreatly improves commitment (“buy in”) by participants and the effectiveness of the hand overlateris a road map that everyone can see and reference as to what is happeningfacilitates coordinated communicationdevelops a strong commitment to the process and successful completion of the project
There are a few disadvantages mentioned by users, such as:
effort and time to prepare the formal Build Strategy documenttotal build cycle appears longer to some participants due to their earlier than normal involvementcross functional management is not the norm and most people currently lack the skills tomake it workexperts who used to make independent decisions may have difficulty sharing this decision withothers in developing the Build Strategya Build Strategy describes the complete technology utilized by a shipyard and if given to acompetitor, it could negate any competitive advantage.
However, the users felt that the advantages greatly outweigh the disadvantages.
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10.0 REFERENCES
1. PRODUCTIVITY IN SHIPBUILDING, by R Vaughan,NECIE&S, December 1983
2. BUILD STRATEGY DEVELOPMENT, by J. D. F. Craggs, SPC/lREAPS TechnicalSymposium, 1983
3. Presentations to Norfolk Shipbuilding in 1983, Lockheed Shipbuilding and TacomaBoatbuilding in 1984
4. PRODUCTIVITY IMPROVEMENT. Presentation by A&P Appledore to SP-4 Panel inSturgeon Bay, Wisconsin, July 1984
5. DESIGN FOR PRODUCTION MANUAL, NSRP Report, December 1986
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APPENDIX A
BUILD STRATEGY DOCUMENT
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The Build Strategy Document should be used as a framework on which a Build Strategy for aspecific Ship Contract could be prepared. The framework includes all the components that atleast one U.S. shipyard indicated as being useful.
The intended use is not that every component listed should be included, but rather that thecomponents would be selected by individual shipyards as they develop their own specificBuild Strategies.
Obviously, inclusion of all the components would maximize the benefits and usefulness of aBuild strategy as a shipyad’s specific ship information integrator and communicator, thusfostering cooperation, collaboration and teamwork. This, in turn, would result in up-frontidentification and resolution of problems and documentation of important decisions.
In addition to the Build Strategy Document, two examples of its use are presented inAppendices B and C. The examples are based on two ship types that are considered highlyprobable ship types that U.S. shipyards are most likely to offer as they attempt to break intothe world commercial shipbuilding market.
In order to present these examples it was necessary to decide what facilities and capabilitylevels were appropriate. These were based on U.S. and foreign shipyard visits and aredescribed in Table 4.1 of the report. The Build Strategy examples must be appropriatelyadjusted to suit actual or planned facilities and capability levels for a specific shipyard.
The Build Strategy Document (Appendix A) is available on 3 ¼" disc in WORD PERFECTand WORD FOR WINDOWS and can be obtained from:
NSRP CoordinatorThe University of MichiganTransportation Research InstituteMarine Systems Division2901 Baxter RoadAnn Arbor, MI 48109-2150
APPENDIX A - CONTENTS Page No
Al:Al.lA1.2A1.3A1.4
A2:A2.1A2.2A2.3A2.4A2.5A2.6
A3:A3.1A3.2A3.3A3.4A3.5A3.6A3.7A3.8
A4:A4.1A4.2A4.3A4.4A4.5A4.6A4.7A4.8
A5:A5.1A5.2A5.1A5.4A5.5
INTRODUCTIONPurpose of DocumentBuild Strategy Document PrerequisitesDistributionsummary
VESSEL DESCRIPTIONGeneral Description and MissionPrincipal ParticularsSpecial Characteristics and RequirementsComparisons and Differences from Previous ShipsApplicable Regulations and ClassificationOwner Particulars
CONTRACTUALContracted Dates and Time ConstraintsPaymentLiquidated Damages and PenaltiesCancellationDrawing ApprovalConstruction InspectionTrialsQuality
DESIGN AND ENGINEERINGStrategy and ScopeKey DrawingsProduction Information RequirementsDesign and Engineering ScheduleDatums and Molded DefinitionDesign StandardsFunctional Space AllocationDetail Design Guidelines
PROCUREMENTMaster Material ListMaster Equipment ListMaterial Procurement StrategyCriticaI/Long Lead Time ItemsProcurement Schedule
PLANNINGStrategic PlanningWork BreakdownList of Planning UnitsMaster SchedulesHull Production StrategyMachinery Space Outfit StrategyAccommodation Outfit StrategyCargo Space and Other Space outfit StrategyPainting StrategySubcontract RequirementsProductivity TargetsTemporary Service
ACCURACY CONTROLSystem Critical Dimensions and TolerancesInterim Product Critical Dimensions and Tolerancessampling ProceduresSpecial ProceduresJigs and FixturesHot Work ShrinkageDistortion Control
TESTS AND TRIALSTest PlanningPre-Completion TestingTank Test ScheduleEquipment Unit Test SchedulePipe Unit Test ScheduleZone close-out StrategyPrincipal Trials Items
This Build Strategy is approved and endorsed by senior management It should be usedas the primary working document for this Contract The accomplishment of theobjectives and corresponding performance is essential for the ongoing success of thecompany and complete satisfaction of the customer.
Understand its implications for your department or group and follow it where actions arerequired to ensure that the strategy is fully implemented. Any significant deviations fromthe Build Strategy necessary during the performance of the Contract, must be fullydocumented and processed through the Build Strategy Control Board.
This is a COMPANY CONFIDENTIAL document and must be handled accordingly.However, distribution is broad enough to ensure that its communication value is notdiminished. AU copies have been assigned a control number and tracked to individual,group or department level.
The purpose of the Build Strategy is to apply the agreed method to. build the ship to suitthe facilities, processes, ship definition strategy and the objectives of the ShipbuildingPolicy, and to facilitate communication and collaboration of departmental actions tomeet the aims of the Build Strategy.
This Build Strategy provides a framework for the effective development and coordinationof the many aspects of a specific ship contract It also ensures that the design is developedin line with current, or projected, methods to be used by the production departments.
Emphasis is placed on the outfitting and engineering aspects of the design andproduction of the ship as it is in these areas where the most significant benefits ofimprovements in productivity can be obtained.
During the development of the Build Strategy, efforts have been made to reduce the workcontent inherent in the finished product by the extensive use of standards and theapplication of production engineering techniques at all stages of production.
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The Build Strategy also provides an analysis for each stage of production in order toidentify the methods and processes to be used. This analysis identifies problem areas towhich special attention will have to be paid to avoid any bottlenecks during theproduction of the ship.
This Build Strategy has been prepared by several departments and the integratedapproach is confirmed by the department heads who, as members of the Build StrategyControl Board, have signed below.
Vice President, Production Vice President, Planning
Vice President, Procurement
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A1.2 Build Strategy Document Prerequisites
The preparation of this Build Strategy is based upon the company’s current ShipbuildingPolicy and Ship Definition Strategy. Any modification required because of specialcharacteristics or needs for the ship are described in Sections A4.2, A4.3 and A4.4.
A1.3 Distribution
This Build Strategy Document distribution is as follows:
A1.4 Summary
This Build Strategy is prepared for
Hull number :Contract number :Number of ships :
It is prepared to record, integrate and communicate important specific ship design,material definition, planning, production and testing information in one internal (withinthe company) accessible shipyard controlled document
It has been signed by the Vice Presidents of Finance, Engineering, Production, Planningand Procurement and represents company policy and must be strictly adhered to.
This Build Strategy
• Defines what is to be built.
• Defines the parameters of the build cycle, including schedule, budget andmanning, as dictated by the contract
• Shows the adopted block breakdown, sequence of erection and initial processengineering
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● Identifies outfit zones, machinery arrangements and equipment units.
● Identifies interim products and creates a production oriented approach toengineering and planning of the ship.
Ž Defines material purchasing requirements necessary to support the productionprocess.
• Indicates any special requirements in terms of the facilities, manpower, skills, etc.,and highlights potential problems and how they will be overcome.
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A2: VESSEL DESCRIPTION
A2.1 General Description and Mission
The General Arrangement of the ship is shown in Figure A2.1, from which it can be seen that it is,.Suitable
for the transport of , and is to be fitted withThe ship has a bow, stem, and a stern.It has The deckhouse is located and has deck levels.There is sheer on the deck There is camber on the main deck and c a m b e r on decks.
The hull is subdivided by transverse bulkheads into main watertight compartments. Theengine room is located , between the and the bulkheads.
Additional features are that the ship has
The mission of the ship is to transport
A2.2 Principal Particulars
The ship has the following dimensions:
Length overall =Length between perpendiculars =
Breadth molded =
Depth molded =
Design draft =Freeboard and scntling draft =
Deadweight on design draft =
mmmmmm
tome
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Figure A2.1 - GENERAL ARRANGEMENT
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A2.3 Special Characteristics and Requirements
a) The ship is designed to comply with and
b)
c)
A2.4 Comparisons and Differences from Previous Ships
has.
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A2.5 Applicable Regulations and Classification
The ship shall comply with all applicable laws of the and the requirements offor the following class:
The ship shall also comply with the latest IMO regulations for the prevention of pollution at sea.
A2.6 Owner Particulars
The ships built under this contract are for
A2.6.1 Background
A2.6.2 Fleet
A2.6.3 Past Relationship
A2.6.4 Competition
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A3: CONTRACTUAL
A3.1 Contractual Dates and Time Constraints
The ship to which this Build Strategy applies isdue for delivery as follows:
The ship is
To achieve the contracted delivery date requires that the first block of steel for this ship is laid onThis date requires that sufficient steel is
defined, ordered and delivered
It is imperative that all of these targets are achieved.
A3.2 Payment
The payment terms are related to identifiable stages in the build program. They are shown below:
%‘/ Value US $
Contract signingcut first steelLay keel (first block on berth)50% steel erectedLaunchDelivery
This again reinforces the need to meet specified target dates, in particular timely delivery.
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A3.3 Liquidated Damages Penalties
There are no liquidated damages applying to this contract, but the following penalties apply
For the first days, no penalty.
For every additional calendar day the shipyard will pay US $ - , Up to a maximum of% of the contract price
If delivery is delayed by from the contracted delivery date extended by permissibledelays, then the owners will be entitled to cancel the contract. In such case the shipyard isobliged to repay immediately all payments made by the owners, plus interest from thedate of payment to the date of the repayment. The interest rate is set out at
A3.4 Cancellation
The paying of any penalties is to be avoided but cancellation would be disastrous for thecompany. Cancellation can be caused by
Late delivery,Attained speed % less than specified.Fuel consumption % greater than specified.Deadweight % lower than specified.Cargo volume % less than specified.
The last four items are technical and the existing design procedures should ensure that they do notapply. The first item reinforces the need to keep to schedules at all stages of the contract as alldelays have a knock-on effect far greater than their apparent effect.
A3.5 Drawing Approval
In the contract the owners have up to weeks to approve or make comments upon submitteddrawings, otherwise they can be assumed to be approved unaltered. This arrangement must bestrictly enforced to prevent undue time being taken for approval.
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It is vitally important that they receive any information which has to be approved by them on timeand that they approve it within the time scale shown above.
Both and the have been approached and have agreed to achievebetter than a three week turnaround on drawing approval.
A3.6 Construction Inspection
The construction of the ship will be subject to inspection by the following:
Owners:
Classification Society
Flag state
They should be given every cooperation to assist then undertake their duties.
For structural surveys the inspectors should be called to view the structure from the majorassembly stage onward in order that any problems are identified and rectified where they haveoccurred.
For tests on equipment and systems the inspectors should be given 24 hours notice and invited toattend. Should they not attend the test will not be repeated. As many tests as possible should beundertaken in the workshop where the equipment will be connected to the necessary services inorder to demonstrate its compliance with requirements.
A3.7 Trials
Trials will be attended by the same persons who undertake the inspections of A3.6 above.
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The following dock trials will have to be undertaken alongside the outfitting quay:
Before calling in the inspectors to witness a trial, the equipment or system will have been fullytested by the QA department and accepted as being in order. Upon successful completion of theshipyard test the relevant inspectors are to be given the required 24 hours notice to attend theofficial trial.
Sea trials will be undertaken at the end of the basin trials and will consist of:
These will be undertaken at a draft agreed by the owners.
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Before proceeding on the sea trials all systems and equipment possible will have been tested by. the shipyard. Exceptions are those which require the ship being at sea in order to prove, i.e.,speed, fuel consumption, compass adjusting etc.
The sea trials will take place off the coast of in the vicinity of the measured mile course atThey arescheduled to last for days.
B3.8 Quality
The quality of the finished steel products is to be in accordance with the shipyard’s SteelworkStandards, Document No , issued
The quality of the other products is to be in accordance with the relevant QA departmentprocedures and/or applicable industry standards which apply, whichever is higher.
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A4: DESIGN AND ENGINEERING
A4.1 Strategy and Scope
A4.1.1 General
The design and engineering drawings are being undertaken by
All design calculations and drawings required for approval purposes and by production departments willbe produced by the teams setup for the purposes.
When production drawings are being developed, multi-distipline (cross-functional) teams will be set up inorder to ensure that the drawings:
follow shipbuilding policy;
follow ship definition strategy, as modified in A4.1.2 below,
satisfy special requirements of all users.
A4.1.2 Changes to Ship Definition Strategy
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A4. 1.3 Modeling and Composites
Clear of the machinery space, composite digital models showing structure, equipment and systems will beprepared for:
The composites will be prepared directly from the approved diagrammatics
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A4.2 Key Drawings
Key drawings have been produced and show the main transit routes for all of the semices in the ship(piping vent trnking and wireways). The key drawing shows all of the functional spaces within each ofthe compartments of the ship. Figure A4.1 shows the Key Drawing for a part of the machinery space.
The actual size of the transit routes will be determined later but every effort must be made to ensure thatthe services are located within the routes shown on the key drawings.
Key drawings have sufficient space in them for adding notes and tables when they are used for routing theservices.
A4.3 Production Information Requirements
A4.3.1 CAM Information
Computer Aided Manufacture is used in the following areas in the shipyard:
The format of manufacturing information must reflect the manner in which the work is to be performed atthe appropriate workstation or zone, and the tools or equipment to be used. This is as described in thecompany Ship Definition Strategy.
A4.3.3 Parts Listings
The parts numbering system is defined in the company document “Parts Numbering for Merchant Ships,Rev” “, produced by the in
A Parts List for each drawing, in accordance with the new numbering system, is to be produced by theDesign and Engineering Department.
A4.3.4 Installation Drawings
Installation drawings are to reflect the manner in which the installation is performed and the tools andequipment to be used. The information they should contain and the format of this information is asdescribed in the company Ship Definition Strategy.
A4.3.5 Installation Procedures
Installation procedures are to be determined from manufacturers’ instructions and company procedures.They are to be clearly written up and forwarded to the relevant installation department ProductionControl and QA for action.
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A4.4 Design and Engineering Schedule
A4.4.1 Schedule
Figure A4.2 shows the key events for all ships in the current order book. From the Figure it can be seenthat the key events are
Sign contract (C)cut first steel (s)Erect first block on the berth (K) :Launch (L)Deliver (D)
These dates determine when bought-in materials and equipment have to be available in the yard. Thedelivery dates from ordering of the materials and equipment determines the date when the equipmentshould be ordered and this, in turn, specifies when the technical information should be available to enableorders to be placed.
Table A4.1 shows the schedule for when the requisitions for the ordering of the major items of materialsand equipment are required from the Technical Departments. It was derived using Table A5. 1Production Times of Critical/Long Lead Time Items, and Figure A6.1 Equipment Installation Dates and.Required Delivery. To enable requisitions to be produced the relevant shipyard technical information inthe form of drawings and specifications must be available.
A4.4.2 Resourcing and Utilization
The total design and engineering manhours required for this ship is Based upon 40 hours perweek, this represents man weeks of effort.
Table A4.2 shows the allotted time scales, % of total effort and manhours required to produce thetechnical information for the various phases. It should be noted that there is significant overlap betweenall phases and that the total elapsed time for producing the design and engineering information isweeks.
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Table A4.1
REQUISITION SCHEDULE FOR MAJOR lTEMS
Required Item Requisition Date
week/Year
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Table A4.2
ALLOTTED TIME SCALES, % OF TOTAL EFFORT AND MANHOURS REQUIREDFOR THE VARIOUS PHASES OF PRODUCING TECHNICAL INFORMATION
Phase
Design Information
Information for Approval
Transition Definition(from systems to zones)
Production information
AllottedTime % of Requiredweeks Total Effort Manhours
Thus the manweeks and manpower required for the phases have been calculated and shown in Table A4.3below
Table A4.3
MANWEEKS AND MANPOWER REQUIREMENTS FOR EACH PHASE
Phase Man weeks Manpower
DesignApprovalTransitionproduction
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A4.4.3 Vendor Furnished Information (VFI) Schedule
The vendors shown in Table A4.4 below are required to provide information regarding their product bythe date shown alongside their name. The relevant product is also shown in the table.
Table A4.4
VENDORS, PRODUCTS AND LATEST DATES FOR RECEIVING VFI
Latest DateVendor Product for VFI
Week/Year
To ensure that the VFI is received on schedule the vendors must receive the purchase order for theirproduct in the time scale they offer in their bid. At least weeks before thejatest date for receiving theinformation (if it has not been received) the vendor must be contacted to expedite the information.
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A4.5 Datums and Molded Definition
The system of datums to be used is as shown in Figure A4.3. Briefly the origin for the datums is:
After perpendicular.On the base line.On the centerline.
With +ve going forward from the after perpendicular, moving to board from the centerline andupwards from the base line.
The boundaries of planning units, that is, blocks, zones and outfit units, are defined in terms of theprimary datums while details of piece parts and interim products are related to the secondary datums.
The molded definition is important to ensure the correct aligment of adjacent and continuous structure.The molded defintion for this ship is shown in Figure A4.4
A4.6 Design Standards
As new ship designs are adopted and orders for them are placed, it will be necessary to develop thedesigns for production. This will require not only ensuring that the design of the ship conforms to thecapability of the production equipment, but it will also be necessary to develop the expertise to design sothat, for example, steel and outfit standard assemblies and parts are considered from the concept designstage.
A4.7 Functional Space Allocation
Functional spaces have been allocated within each of the compartments in the ship. Figure A4.5 showsthe arrangement of the compartments of the ship and Figure A4.6 shows the functional spaces determinedfor the lower flat in the engine room.
The functional spaces have been determined by locating groups of related equipment together so that thelengths and runs of interconnecting services are kept to a minimum and made simpler. Collecting relatedequipment together allows for the development of equipment units.
Figure A4.3 - SYSTEM OF DATUMS
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Figure A4.4 - MOLDED DEFINITION
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Figure A4.6 - ENGINE ROOM FUNCTIONAL SPACE ALLOCATION
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A4.8 Detail Design Guidelines
A4.8.1 Steelwork
Steelwork standards, such as manholes, cut-outs, brackets, hangers, etc., have been developed over anumber of years. It is the responsibility of detail design to ensure that these standards are continuouslyand rigorously applied to all detail design work
A4.8.2 Machinery
Installation to be in accordance with standards laid down in the company’s Shipbuilding policy.
A4.8.3 Pipe Work
Pipework standards such as material types, bore sizes, pipe configuration (i.e., straight pipes, pipes withone bend of 45 or 90 degree, pipes with no bends, either 45 or 90) have been developed. Detail designwill be responsible for ensuring that these design standards are continuously and rigorously applied to alldetail design work
A4.8.4 Electrical
Standards for cable trays, cable ladders and hangers have been developed and detail design will beresponsible for ensuring that these design standards are continuously and rigorously applied to all detaildesign work
A4.8.5 Joiner Work
Standard furniture and fittings for the accommodation area have been developed and detail design will beresponsible for ensuring that these design standards are continuously and rigorously applied to all detaildesign work
A4.8.6 Paint Work
To be in accordance with standards laid down in the company’s Shipbuilding policy and paintspecification.
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A5: PROCUREMENT
A5. 1 Master Material List
During the design process material will be quantified and specifications prepared, and a mastermaterial list must be developed similar to the master equipment list.
A5.2 Master Equipment List
During the design process equipment will be defined and specifications prepared, and a masterequipment list must be developed. (Reference Table A5.1).
A5.3 Material Procurement Strategy
For this contract the company has adopted a policy of using the suppliers of large quantities ofmaterials (steel, piping pipe fittings, electric cables, joiners panels, etc.) as a supplementary store.It has been agreed with such suppliers that the company will order the total quantity of materialsnecessary for the contract with them and they will guarantee that it will be available to be drawndown upon as required.
This policy will reduce the inventory which is usually held in the yard and help the cash flow, asthe products do not have to be paid for until they are drawn upon.
The onus is upon the company to request draw downs in good time to ensure the materials are inthe yard when required. A draw down schedule will be prepared by the Planning Department andissued to the Procurement Department.
A5.4 Critical/Long Lead Time Items
Table A5.2 shows the list of items which are either critical or long lead time items, or both.
The times are quoted by the suppliers and are their shortest periods, ex-works, from the placing ofa firm order.
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A5.5 Procurement Schedule
The procurement schedule for the critical and/or long lead time items is shown in Figure A5. 1below. The schedule was derived by adding delivery times to the shortest ex-works times shownin Table A5.2. Total delivery times thus obtained were then deducted from the requiredinstallation times shown in Table A6. 1 in order to produce the procurement schedule.
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Table A5.1
MASTER EQUIPMENT LIST I
Materials or Equipment Shortest
Times(Weeks)
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Table A5.2
PRODUCTION TIMES OF CRITICAL/LONG LEAD TIME ITEMS
A601
A6.1 Strategic Planning
A6. 1.1 Key Event Program
A key event program has been prepared and is shown in Figure A6.1. This program shows themost important events of the build program, which must be attained in order to achieve thecontract delivery dates.
It should be noted that procurement dates have been included. This is becausethey are items which are long lead time and/or are items which it is necessary to have in place toallow subsequent work to be undertaken.
A6.1.2 Resourcing and Utilization
The manpower resources and their utilization required during the period of building this ship areshown in Figure A6.2 below. It includes the requirements for the other ships in thecurrent order book over this period.
Figure A6.2 clearly shows the fall-off in requirement for steelworkers during . It shouldnot be taken that this will happen as the company is making every effort to secure orders whichwill reverse the trend shown with the current order book
Apart from it is not intended to use any subcontractors onthis contract.
The total steel throughput in for the present order book will be tonne net steel. Networking area of the assembly shop is m2. This represents a utilization oftonne/m2/year, which can be accomplished in a single shift. The utilization of the assembly shop istherefore tonne/m2/shift/year.
Maximum number of steelworkers required during the build period of this ship is ofthese will be in the assembly shop at this stage in the contract. This gives a labor loading densityin the assembly shop of m2/person. This is a heavy density, but as it represents the peak itis acceptable.
I Figure A6.1 KEY EVENT PROGRAM DRAWING No:-GBSA 00/35 ORIGORIGINAl DRAWN 16-DEC-93/K.H,
I
I
I
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3D Blocks. These are blocks which have significant dimensions in all three planes,longitudinal, transverse and vertical. In the ship they all occur clear of thecargo tank region.
Also shown in Table A6.2 are the number of panels and blocks which are actually erected on thebuilding berth with their average size.
Finally, the maximum sizes of the panels and blocks are shown.
The maximum dimensions and weights of parts and interim products are shown in Table A6.3.
A6.2.2 Coding
Table A6.3
MAXIMUM DIMENSIONS AND WEIGHTS OF PARTS AND INTERIM PRODUCTS
mx mtonnemx mx mmt o n n etonnetonnetonnetonnetonne
A609
A6.3 List of Planning Units
A6.3.1 Hull Panels and Blocks
Table A6.4 lists the hull panels and blocks which are planning units and which are erected on thebuilding berth. They are shown in Figure A6.3.
Table A6.4
HULL PANELS AND BLOCKS (PLANNING UNITS)
Location No Identity
Total Panels and Blocks (Planning Units)
A6.3.2 Zones
Table A6.5 lists the onboard zones for outfiting purposes. Figure A6.4 shows the locations ofthe zones.
The onboard zones will be used as a basis for the management and control of all onboard outfitinstallation work.
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Table A6.5
ONBOARD ZONES
Location Number Identity
Total Onboard Zones
A6.3.3 Equipment Units
Assembly of the engine room equipment units (including banks of pipes) will take place in theEquipment Unit Assembly Shop. Assembly of outfit units is scheduled so as to allow as much ofthe machinery space outfitting as possible to take place in parallel with the machinery spacesteelwork
Table A6.6 shows a list of the equipment units which will be produced for this ship.
A6.3.4 Systems
None of the systems on this ship are considered to be planning units as they are all distributedover more than one planning unit. The work performed on systems is that taken into account inthe relevant planning units over which the system is distributed.
Figure A6.4 - BUILD STRATEGY DOCUMENT ON-BOARD ZONES
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A6.4
A6.4.1
Master Schedules
Hull Blocks
Figure A6.5 shows the hull block erection sequence and schedule. The schedule has been used todetermine when material and equipment will be installed, when it should be-delivered to the yard,when it should be ordered, and when the engineering information should be available.
A6.4.2 Zones
Table A6.7 shows when the onboard zones are available for open sky outfitting and when theybecome closed off for final outfitting. These dates are also dictated by the hull erection schedule.
A6.4.3 Equipment Units
Table A6.8 shows the installation schedule for the equipment units listed in Table A6.6. It alsoshows whether the unit is installed on-block or onboard.
A6.4.4 Systems
As stated in A6.3.4 the systems on this ship are being installed on-block and/or within zones.However the completed systems will require to be tested. See Section 8 for Tests and Trials.
A616
Table A6.7
AVAILABILITY OF ONBOARD ZONES
Location
M1
AvailabilityWeek No
199Open closedsky Off
A617
Table A6.8
INSTALLATION SCHEDULE FOR EQUIPMENT UNITS
Equipment Unit
EU1
InstalledWeek NO 1995 Zone or
On-Block Onboard Block No
A618
A6.5 Hull Production Strategy
A6.5. 1 Preliminary Process Analysis
Figures A6.6, A6.7 and A6.8 show the preliminary process analyses of a flat panel, a sandwichblock and a 3D block The method of building up the panels and blocks horn the piece partsand interim products is clearly shown.
Figures A6.9,A6.10 and A6.11 show when and how the outfit items are to be integrated with thestructure of the panels and blocks shown in Figures A6.6, A6.7 and A6.8.
A6.5.2 Non-Standard Interim Products
A6.5.3 Build Location and Launch Condition
When the ship is launched all major steelwork will be complete, the main engine and all machineryspace equipment units will be in place, all other equipment units will be installed, theaccommodation deckhouse will be in situ, all hotwork and paintwork in the willbe complete. Elsewhere the paintwork will be complete apart from erection joints and wherehotwork will occur.
A619
Figure A6.6 - PROCESS ANALYSIS OF A FLAT PANEL (DECK H PANELS)
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Figure A6.7 - PROCESS ANALYSIS OF A SANDWICH BLOCK
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Figure A6.8 - PROCESS ANALYSIS OF A 3D BLOCK
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Figure A6.9 - INTEGRATION OF OUTFIT WITH DECK PANELS
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Figure A6.10 - INTEGRATION OF OUTFIT’ WITH SANDWICH BLOCKS
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Figure A6.11 - INTEGRATION OF OUTFIT WITH 3D BLOCK
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A6.6 Machinery Space Outfit Strategy
AS much equipment and pipework as is practically possible will be assembled into equipment unitsinclusive of steel support structure, pipework, minor electrical equipment and ventilation trunkingpipe unit assemblies inclusive of support structure, and pipe assemblies.
AU equipment and pipe units will be painted before installation onboard ship.
To ensure that space is available for installig the units, the main engine will be the last piece ofmajor equipment to be installed.
A6.6.1 Equipment Units
Equipment units have been identified and are shown in Table A6.6. They will be assembled in ashop workstation instead of onboard ship. The assembly work package will incorporate the steelsupport foundations and support bases, equipment, small tanks, pipes, fittings, electric cable,painting and testing before installation “on block” or “on board”. A typical assembly process isshown in Figure A6. 12
A6.6.2 On Block outfitting
On block outfitting will be divided into two stages. The first stage of on block outfitting willconsist of completing all minor steel “hot work”, such as manholes, penetrations, equipmentfoundations, ladders, pipe and electrical systems hangers and equipment units appropriate to eachblock. A typical on block outfitting process is shown in Figure A6.13.
The second stage will include the fitting of “cold work” such as pipework, cable ladders or trays,HVAC systems and steel doors as may be appropriate.
6.6.3 On Board outfitting
On board outfitting involves installing equipment units, individual pieces of equipment andindividual manufactured parts such as pipes, HVAC ducting, cable trays and insulation lagging.The installation of on board outfitting will be work packaged and scheduled in accordance withthe zone “close out” schedule. A typical on board outfitting process is shown in Figure A6.14.
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A629
A6.7 Accommodation outfit Strategy
At the time of lifting to the ship, the accommodation will be completely outfitted except for thefollowing:
navigation equipment andsoft furnishings.
This is achieved by having a cofferdam between the bottom tier of the accommodation block andthe ship’s deck to which the accommodation is to be fitted. The cofferdam will also serve as aspace for passing or connecting services between the accommodation and engine room.
A6.8 Cargo Space and Other Space Outfit Strategy
Before steel blocks are lifted to the Building Berth all “hot work” should be completed. This willinclude the cutting of all manholes, access openings, and penetrations for pipe, cable and HVACsystems. All brackets and foundations for equipment must be fitted and welded together withhangers for pipe, cable and HVAC systems. As much “cold work” will be fitted whereverpossible and should include pipework, cable trays/ladders, ventilation trunking and equipment.
A6.8.1 On Block Outfitting
On block outfitting will be divided into two stages. Stage 1 will include completion of all minorsteel “hot work” such as manholes, penetrations, minor equipment foundations, ladders, pipe andelectrical system hangers and HVAC system hangers. Stage 2 will include the installation of individual items of equipment together with manufactured parts such as loose tanks, steel doors,windows, pipe systems, electrical systems and HVAC systems. A typical process analysis is shown in Figure A6. 15.
A6.8.2 On Board Outfitting
On board outfitting will consist of connecting up the systems previously installed on block, at theblock joints after the blocks have been joined, welded and tested, together with the pulling ofelectric cable. The on board installation work will be packaged and scheduled in accordance withthe zone close out program. A typical process analysis is shown in Figure A6.16.
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A632
A6.9
A6.9.1
Painting Strategy
Outline Paint Specification
All steel is to enter the preparation workshop via the treatment line where it is to be shot blastedto standard and coated with a zinc silicate shop primer.
The areas of the ship listed below are to have the paint systems shown applied:
Underwater, exterior shell:
Topside, exterior shell,exterior and interior decks
Deckhouses and deck fittings
cargo spaces
Water ballast tanks
Fresh water tanks
Steelwork behind linings,void spaces and cofferdams
A6.9.2 Pre-Painting
Double bottom blocks in way of the cargo are to have the exterior shell and internalstructure sweep blasted to and the upper side of the inner bottom blast cleaned toin the paint cells before the final paint systems are applied.
Side blocks in way of the cargo are to have the exterior shell and internal structuresweep blasted to and the inboard side of the longitudinal bulkhead blast cleaned toin the paint cells before the final paint systems are applied
A633
Deck panels in way of the cargo are to have their exterior surface sweep blasted toand the underside blast cleaned to in the paint cells before final paint systems are applied.
All other blocks are to have all surfaces sweep blasted to before final paint systems areapplied in the paint chambers.
A6.9.3 Primer Repair Strategy
Where the shop primer is damaged in a workshop, the damaged area should be disc-ground andwire brushed, then touched up with a stripe coat as soon as possible. On all occasions this shouldbe performed before passing the work on to the subsequent workstation.
A6.9.4 Panel/Block Painting Strategy
All panels which go directly to the building berth, will be painted in the paint chambers to mmof the edges which will be welded on the building berth.
The flat panels which have stiffeners and subassemblies added and form part of a sandwich blockwill be painted in the block assembly shop to mm of the edges which will be subsequentlywelded.
Complete sandwich blocks will have the remainder of their paintwork undertaken in a paintchamber to mm of the berth joints.
3D blocks will be painted in the paint chambers to mm of the edges which will be welded atthe building berths.
A6.9.5 Zone Painting Strategy
Zone painting will be completed after all structural joining and outfit installation work has beenfinished, both within the zone and on the other side of zone boundaries.
Bought-in items of equipment will arrive finish painted, with a protective cover over thepaintwork. When placed on frameworks, to create outfit units, the framework will be finishpainted to mm from the interface with the ship’s structure.
The exterior shell and decks will receive their final coating just prior to sea trials.
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A6.9.6
A6.10
Special Considerations
Subcontract Requirements
A6.10. 1 Bought-in Items
The following is a list of “supply and fit” subcontract items:
The supplier not only provides the material for the above items but also the labor which is underhis control. However the timing and manner of performing the work is under the control of theshipyard and the supplier will comply with the established schedules.
A6.1O.2 Use of On-Site Subcontractors
Other on-site subcontractors, apart form those associated with supply and fit items, will be those
A6.10.3 Industrial Relations Considerations
As the use of supply and fit subcontracts and subcontractors for these other items is normalpractice for the company, all of the existing agreements on their use will apply to this contract.
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A6.11 Productivity Targets
The direct steelworker productivity for this ship has been set at manhours/tonne net steel.This is productivity for a ship of this type and size.
Another measure of productivity used for comparative purposes by the international community ismanhours/compensated gross ton (CGT). This vessel has a gross tonnage of and auassociatedcompensated gross tonnage factor of, giving a compensated gross tonnage of x =The total employee manhours required to produce this ship is, therefore themanhours/CGT = This is about of the world average but the goodEuropean yards are only using about and the Japanese about manhours/CGT.
A6.12 Temporary Services
A6.12.1 Staging
To enable fairing and welding of block joints and subsequent finishing off operations to take placeit will be necessary to provide access ways to these areas.
Traditional shipbuilding techniques made it necessary to surrond the ship completely with staging.The modem approach to ship constuction has the potential to substantially reduce the amount ofstaging equipment required.
A6.12.2 Access and Escape Plan
In the event of an emergency, rapid access to confined spaces by rescue services or fastevacuation will be necessary. An access and escape plan will be prepared and updated for thevarious stages of the ship construction. It shall be framed and posted at all major access points tothe ship.
A6.12.3 Power and Lighting
Services required for construction activities include:
watercompressed airoxygenacetylene gaselectricity
A701
A7: ACCURACY CONTROL
In order to be competitive in the commercial shipbuilding world, rework must be minimized.Accuracy Control (A/C) has been proven to be an effective way to reduce rework
A/C is “the regulation of accuracy as a means for continuously improving design details and workmethods so as to maximize productivity”.
A/C has both a short and a long term benefit. The short term benefit is that it will minimize delaysand rework during erection of structure and installation of equipment by monitoring andcontrolling the fabrication of interim products. The long term benefit is the implementation of amanagement system that develops a database of quantitative information that can be used tocontinuously improve productivity.
Although the shipyard has been utilizing A/C for naval ships over the past 10 years, thedifferences between naval and commercial ships is such that most of the data is not transferable.It will be necessary to develop from scratch the quantitative information from the commercialships as they are being constructed.
However, the shipyard has the experience and knows how to plan, execute and evaluate A/C.The shipyard will implement its proven A/C procedure by modifying it to suit the requirements ofthe commercial shipbuilding.
A7.1 System Critical Dimensions and Tolerances
For steelwork the key system dimensions are the finished overall dimensions of assemblies andblocks as well as alignment of internal joining structural members.
For outfit the key dimensions all relate to installation interfaces.
These must be defined with suitable tolerances that would ensure the required performance of thevessel in terms of:
These will be controlled and monitored by use of appropriate control chart techniques andcapability studies as described in the shipyard’s A/C Procedure for Commercial Ships, issuedDecember 1993.
A7.2 Interim Product Critical Dimensions and Tolerances
They can be divided into two categories
Principal dimensions and tolerances.Local dimensions and tolerances.
A702
A principal dimension/tolerance for an interim product is one which will directly affect the abilityto meet system critical dimensions/tolerances. For example, that may be the overall dimensions ofa steelwork unit. If these are not achieved to a desired tolerance then there will be a failure in anyattempt to assemble the system from the component interim products.
A local dimension/tolerance for an interim product is one which will affect the ability of aworkstation to assemble that particular interim product from its component piece parts orassemblies. For example, that may be the positioning of a stiffener so that its fit-up with a slot isachieved to the required tolerance.
These will be controlled and monitored by use of appropriate control chart techniques andCapability studies.
A7.3 Sampling Procedures
A list of interim products to be sampled will be prepared in accordance with the shipyard’s A/CProcedure for Commercial Ships.
A7.4 Special procedures
A7.4.1 One-Off Manufacture
In the case of genuine one-off products requiring manufacture and/or assembly, specificmonitoring and control procedures will be put in place to ensure that these meet specified targets.
A7.4.2 Poor Performance
In addition, if in the evaluation of system and interim product required accuracy, it becomesevident that specific processes are unable to meet specified requirements first time then specialanalysis will be undertaken to determine cause and eliminate the rework that arises.
A7.5 Jigs and Fixtures
A list of jigs and fixtures that are required for the assembly process will be prepared andappropriate resources defined for their design, manufacture and installation.
The levels of accuracy for the jigs and fixtures must be commensurate to those required forsystems and interim products.
Where possible jigs and fixtures will minimize welded attachments.
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A7.6
A7.6.1
Hot Work Shrinkage
Use of Extra Stock
Because of the limitations in shell development methods and forming of shaped plates extra stockwill be required on certain blocks. Also the commercial ships, with their heavier scantlings, willhave different shrinkage and distortion than the naval ships
The initial aim is to control and manage the use of extra stock material and gradually eliminate itas more and more data on distortion and shrinkage for commercial ships is collected and analyzed.
A7.6.1 Shrinkage Allowances
For all dimensions, shrinkage allowances will be made on the basis of:
shrinkage at subassembly;shrinkage at assembly;shrinkage at erection.
A shrinkage excess will be derived and allocated to the structure in such a manner as to ensurethat both principal and local dimensions/tolerances are met.
This allowance will be based on a database with regard to past performance at each work stageand for each welding process.
Shrinkage allocation should be consistent either by lump sum allocation or evenly distributed toretain correct stiffiner spacing.
A7.7 Distortion Control
Specific procedures have been developed for control of distortion. These cover two distinctaspects:
a)
b)process.
Pre-set that anticipates distortion from welding.
Distortion removal that removes distortion that results from the normal production
A704
Taking each of the above in turn:
a) Pre-set:
Suitable data will be collected and analyzed to derive pre-sets so that this informationcan be included in drawing information provided to the workstation.
b) Distortion Removal:
Specific workstations will be identified and suitably equipped to remove distortion byappropriate processes such as heat line bending.
.
activity and its use will be managed with an emphasis on designimprovement and use of pre-set or improved processes to minimise the need fordistortion removal.
A801
A8: TESTS AND TRIALS
A8.1 Test Planning
A8.1.1 Strategy
Before any tests are undertaken the components will be systematically prepared so that those called towitness the tests actually only see the tests performed and not any preparation which is necessary for it totake place. Preparation will include:
cleaning the item and the adjacent area;
connecting all of the necessary services and checking that the required quantities are available;
checking that all recording devices are available, working correctly and are within their calibrationdate;
ambient temperature is acceptable;
lighting is adequate;
ventilation is adequate.
The strategy for preparing items for test is shown below.
A8.1.2 Schedule (High Level)
Table A8.1 shows the high level test schedule. It has a total duration of working days and it isimperative that all tests be successfully completed within this time duration.
A8.2 Pre-Completion Testing
Before items are complete and installed in a ship a large amount of testing can be performed. The various pre-completion tests are discussed below.
A803
A8.2.1 Pre-Survey and Dry Survey
As much of the structural survey work as possible is to be performed in the workshops.
Before a regulatory, owner's or classification surveyor is called to survey any structure it will be examinedby a steel shop supervisor and any faults found, rectified.
The use of dimensional control and self-checking of all work at each stage in the process should meanthat any faults discovered prior to calling in a surveyor will be minimal aud minor. The aim is to have nofaults found by a surveyor, not because they are well disguised but because they do not exist.
A8.2.2 Pipe Pre-Testing
Where banks of pipes involve the joining of pipe parts and or pipes to fittings they will be pressure testedin the pipe shop, either by water or air, prior to being installed on the unit, block or on the ship. Anyfaults discovered will be rectified before the item leaves the shop.
A8.2.3 Equipment Unit Pre-Testing
While still in the workshop all equipment units will have their fluid and electrical services connected andbe supplied with the required quantity of the relevant mediums in order to test that they operate correctlyand that the services are intact.
Whenever possible the test procedures developed by the equipment suppliers will be used. Theseprocedures will be reviewed by the Test and Trials department as they are received. If they areacceptable they will be forwarded to the owner’s representative for comment. When the procedure hasbeen agreed by both the shipyard and the owner's representative it will be signed off as the master copyand kept in the Test and Trials file.
Prior to the conduct of a test the shipyard will notify the owner’s representative and any other interestedparties such asclassification and statutory body surveyors so that they can be present.
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A8.3 Tank Test Schedule
Table A8.2 shows the schedule for tank/compartment testing. This schedule defines when all work within the tanks and hot work on the tank boundaries will be complete. It also indicates which tanks can betested prior to the unit or block going to the berth.
A8.4 .Equipment Unit Test Schedule
Table A8.3 shows the schedule for the testing of equipment units. The schedule defines when eachequipment unit will be completely assembled and identifies all tests required and their duration's.
A8.5 Pipe Unit Test Schedule
Table A8.4 shows the schedule for the testing of pipe units. The schedule defines when each pipe unitwill be completely assembled and identifies all tests required and the duration's.
A8.6 Zone Close-Out Strategy
Table A8.5 shows the zone close-out strategy. This defines when all work within the zones, includingtests and trials of equipment, will be completed and the zone closed up.
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A8.7 Principal Trials Items
A list of the principal items which require trials and the schedule for the trials is shown in Table A8.6.
A8.7.1 Dock Trials
After the individual equipment units have been installed and connected up to the relevant systems onboard the ship then complete systems will be available for trials. Initially these will be undertaken whilethe ship is alongside and in accordance with a predetermined schedule. This schedule is shown in TableA8.7.
A8.7.2 Sea Trials
Ultimately the ship will undergo sea trials which will be undertaken in accordance with a program drawnup by the technical and planning departments.
If the test progression
preparation for tests;pipe pre-testingequipment unit pre-testingdock trials;
has been followed then sea trials should mainly be a series of proving events. The exceptions to this arespeed and maneuvering trials.
The program dates for both the Builder's and Acceptance Sea Trials and their completion date is shown inTable A8.8.
A81O
Figure A8.6 PRINCIPAL TRIALS ITEMSDRAWNG No:-GBSA 00/63 ORIGORIGINAL DRAWN 19-JAN-94/K.H..
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A9: PERSONNEL
A9.1 Industrial Relations Aspects
In moving from naval ship to commercial ship construction significant changes will be required.The mix of skills will change and this will result in the need for flexibility in trade demarcation andextensive retraining. Throughout this change process the Industrial Relations Section of theHiman Resources Department will be responsible for working with both management andemployees to ensure a smooth personnel transition.
The shipyard has an excellent relationship with all its employees and this will be maintained bybuilding on the existing mutual trust and loyalty through effective communication and cooperationin implementing all the necessary changes.
A9.2 Training
The change over from navaI to commercial ships will not affect the basic skills requires for shipconstruction. However, as mentioned above, it will require a redistribution of the skills.
Training for the employees will center on discussing the details of the types of commercial shipsto be built and will focus on the important differences. The major challenge is to ensure that theemployees will accept the necessary changes and not persist in doing commercial work in thesame way they did naval work It cannot be “work as usual”. While the highest quality is stillimportant it is of a different level, especially in the area of documentation.
Also, the successful management of the transition together with some technology changes, willrequire some training of the management team will be necessary. All training will be “in-house” inthe form of seminars carried out by appropriate in-house and brought-in specialists.
All training will be the responsibility of the Training Director.
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A9.3 Project Organization
A9.3.1 Shipyard Organization Charts
Figure A9.1 shows the shipyard organization to the levels at which contact with the owner’srepresentatives will occur. Contacts with ABS and USCG take place at the same levels.
.
Figure A9.1 - SHIPYARD HIERARCHY TO SENIOR MANAGEMENT LEVEL
A9.3.2 Client’s Organization Chart
The client’s organization, to the level at which continuous contact with the shipyard will takeplace, is shown in Figure A9.2. Prior to the placing of the contract there was frequent contactbetween the respective Presidents, Finance VPs and Engineering VPs. These contacts willcontinue but not frequently.
Figure A9.2 - CLIENT’S HIERARCHY TO SENIOR MANAGEMENT LEVEL
A1OO1
AlO: WEIGHT CONTROL
A10.1 General
The actual weight of the completed ship decides how much of the design full load displacement isavailable for the carriage of cargo. Generally, the required weight control for commercial ships ismuch less than that for a naval ship. This is because much more of the full load displacement isfor carrying the cargo. That is the deadweight for most commercial ships is greater than thelightship weight. Whereas the opposite is true for naval ships where the payload might be only asmall fraction of the full load displacement. Also the systems for a naval ship are much morecomplex than those for the normal commercial ship and therefore the estimation of the weight ofthe systems requires much more detail and effort.
Weight estimation for commercial ships have much more similarity from one ship to another. Thisenables designers to use parametric methods plus greater margins for the unusual. Parametricmethods of weight estimation require up to date databases for the various ship types. While thisis available to the current designers of the world’s commercial ships, U.S. designers do not havethe database or experience necessary to use a parametric approach with confidence. Therefore,until sufficient experience is developed, the shipyard will utilize a weight control program toobtain the data and experience to ensure that the required deadweight is achieved.
The weight control procedure is a modified version of the shipyard’s successful naval ship weightcontrol procedure, but of considerably reduced scope. This will use the weight control team’sfamiliarity with the existing procedure to ensure its easy transition for the first commercial ship.
A10.2 Outline Procedure
The weight control program will be established and managed in accordance with the shipyard’sWeight Control Procedure for Commercial Ships, dated
The weight control procedure consists of the following phases:
Calculations from drawingsEquipment vendor weight reportingLightship weight and center check
The calculation of the weight items will be under the three major groupings
SteeloutfitM a c h i n e r y
A1OO2
They will be summarized as:
Total SteelTotal OutfitTotal Machinery
together with their associated centers of gravity and suitable margins on all items.
A10.3 Departmental Responsibilities
The Weights Section of the Naval Architectural Department will be responsible for the weightcontrol. A Weight Manager will be assigned for this contract. Individual weights and centers ofgravity will be calculated by the Weignt Section engineers. A Weight Manager will be assignedfor this contract.
All weight information obtained by the other design sections will be forwarded to the NavalArchitectural Department for processing.
APPENDIX B
BUILD STRATEGY FOR A 42,400 TONNE DWTPRODUCT TANKER
i
APPENDIX B - CONTENTS
B1 :
B1.1B1.2B1.3B1.4
B2:
B2.1B2.2B2.3B2.4B2.5B2.6
B3:
B3.1B3.2B3.3B3.4B3.5B3.6B3.7B3.8
B4 :
B4.1B4.2B4.3B4.4B4.5B4.6B4.7B4.8
INTRODUCTION
Purpose of DocumentBuild Strategy Document PrerequisitesDistributionSummary
VESSEL DESCRIPTION
General Description and MissionPrincipal ParticularsSpecial Characteristics and RequirementsComparisons and Differences from Previous ShipsApplicable Regulations and ClassificationOwner Particulars
CONTRACTUAL
Contractual Dates and Time ConstraintsPaymentLiquidated Damages and PenaltiesCancellationDrawing ApprovalConstruction InspectionTrialsQuality
DESIGN AND ENGINEERING
Strategy and ScopeKey DrawingsProduction Information RequirementsDesign and Engineering ScheduleDatums x Molded DefinitionsDesign StandardsFunctional Space AllocationDetail Design Guidelines
Master Material ListMaster Equipment ListMaterial Procurement StrategyCritical/Long Lead Time ItemsProcurement Schedule
PLANNING
Strategic PlanningWork BreakdownList of Planning UnitsMaster SchedulesHull Production StrategyMachinery Space Outfit StrategyAccommodation Outfit StrategyCargo Space and Other Space Outfit StrategyPainting StrategySubcontract RequirementsProductivity TargetsTemporary Services
ACCURACY CONTROL
System Critical Dimensions and TolerancesInterim Product Critical Dimensions andTolerancesSampling ProceduresSpecial ProceduresJigs and FixturesHot Work ShrinkageDistortion Control
TESTS AND TRIALS
Test PlanningPre-Completion TestingTank Test ScheduleEquipment Unit Test SchedulePipe Unit Test ScheduleZone Close-Out StrategyPrincipal Trials Items
This Build Strategy is approved and endorsed by senior management.It should be used as the primary working document for this Contract.The accomplishment of the objectives and corresponding performanceis essential for the ongoing success of the company and completesatisfaction of the customer.
Understand its implications for your department or group and followit where actions are required to ensure that the strategy is fullyimplemented. Any significant deviations from the Build Strategynecessary during the performance of the Contract, must be fullydocumented and processed through the Build Strategy Control Board.
This is a COMPANY CONFIDENTIAL document and must be handledaccordingly. However, distribution is broad enough to ensure thatits communication value is not diminished. All copies have beenassigned a control number and tracked to individual, group ordepartment level.
The purpose of the Build Strategy is to apply the agreed method tobuild the ship to suit the facilities, processes, ship definitionstrategy and the objectives of the Shipbuilding Policy, and tofacilitate communication and collaboration of departmental actionsto meet the aims of the Build Strategy.
This Build Strategy provides a framework for the effectivedevelopment and coordination of the many aspects of a specific shipcontract. It also ensures that the design is developed in line withcurrent, or projected, methods to be used by the productiondepartments.
Emphasis is placed on the outfitting and engineering aspects of thedesign and production of the ship as it is in these areas where themost significant benefits of improvements in productivity can beobtained.
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During the development of the Build Strategy, efforts have been madeto reduce the work content inherent in the finished product by theextensive use of standards and the application of productionengineering techniques at all stages of production.
The Build Strategyproduction in order
B102
also provides an analysis for each stage ofto identify the methods and processes to be
used. This analysis ident i f ies - problem areas to which specialattention will have to be paid to avoid any bottlenecks during theproduc t ion of the sh ip .
This Build Strategy has been preparedintegrated approach is confirmed bymembers of the Build Strategy Control
by several departments and thethe department heads who, as
Board, have signed below.
M ONEY T E C H NicalVice President, Finance Vice President, Engineering
M Hours N E T WorkVice President, Production Vice President, Planning
B U YingVice President, Procurement
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B1.2 Build Strategy Document Prerequisites
The preparation of this Build Strategy is based upon the company’scurrent Shipbuilding Policy and Ship Definition Strategy. Anymodification required because of special characteristics or needsfor the ship are described in Sections B4.2, B4.3 and B4.4 below.
B1.3 Distribution
This Build Strategy Document
All vice presidents.All senior managers.
distribution is as follows:
All other managers and supervisors.Engineering department section leaders.Production engineering department section leaders.Classification society representatives (excluding budgetschedules).
B1.4 Summary
This Build Strategy is prepared for:
Hull number 1001.Contract number 93/E9875/1001.Number of ships. First ship of a three ship contract.
It is prepared to record, integrate and communicate importantspecific ship design, material definition, planning, production andtesting information in one internal (within the company) accessibleshipyard controlled document.
It has been signedProduction, Planningand must be strictly
This Build Strategy:
Defines what
Defines the
by the Vice Presidents of Finance, Engineering,and Procurement and represents company policyadhered to.
is to be built.
Parameters of the build cycle, includingschedule, budget and manning, as dictated by the contract.
Shows the adopted block breakdown, sequence of erection andinitial process engineering.
Identifies interim products and creates a productionoriented approach to engineering and planning of the ship.
Defines material purchasing requirments necessary tosupport the production process.
Indicates any special requirements in terms of thefacilities, manpower, skills, etc, and highlights potentialproblems and how they will be overcome.
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B2 : VESSEL DESCRIPTION
B2.1 General Description and Mission
The General Arrangement of the ship is shown in Figure B2.1, fromwhich it can be seen that it is a single screw, diesel enginepropelled, steel product tanker, suitable for the transport ofpetroleum oil, and is to be fitted out with eight cargo tanks. Theship has a bulbous bow, raked stem, and a transom stern. It has nosuperstructures, only a deckhouse. The deckhouse is located aft andhas five deck levels. There is 2,000 mm sheer on the main deck only.There is 500 m straight line camber on the main deck, and no camberon any other deck.
The hull is subdivided by 11 transverse bulkheads into 12 mainwatertight compartments. The engine room is located aft, between theafter peak and the forward engine room bulkheads.
Loading and unloading operations are performed by. means of deepwellpumps located in each cargo tank.
Additional features are that the ship has a double hull to complywith 0PA90.
The mission of the ship is to transport a range of petroleumproducts between the US Gulf Coast and Japan or North West Europe.The ship will be registeredcrew.
in Panama and” operated by a Phillipino
B2.2 Principal Particulars
The ship has the following dimensions:
Length overallLength between perpendicularsBreadth mouldedDepth mouldedDesign draftFreeboard and scantling draftDeadweight on design draft
The ship is designed to comply with OPA 90 and thus has adouble hull at the bottom and sides of the cargo and sloptanks. Figure B2.2 is the Midship Section for the ship andclearly shows the double hull. Water ballast is carried inthe double bottom and “double” side tanks which are requiredto be coated with a coal tar epoxy paint.
The main engine is a slow speed marine diesel.
Electric power generation is by means of a steam turbinegenerator served by a waste heat recovery boiler and also bymeans of two diesel driven generators.
Comparisons and Differences from Previous Ships
For the past 15 years the company has been engaged in building navalships for the US Navy and this ship is the first merchant vessel tobe built in that time. The major differences which will beencountered are:
The scantlings of a merchant ship are much thicker and henceindividual structural items are heavier than those of anaval ship.
The method of erecting and outfitting the ship is much moreunder the control of the shipyard. Hence the importance ofthis document.
Merchant standards and quality requirements are less thanthose required for a naval ship. This does not mean thatquality is unimportant - it is essential, but not to such ahigh standard. There will still be standards which apply butthese will be either in-house standards or the commercialstandards of ISO, IEC, ITU, ANSI, etc. ‘Classificationsociety standards will also have to be met.
A slow speed marine diesel engine is something completelynew for this shipyard. For this reason a number of enginedepartment personnel are being sent to Europe for trainingin the building and installation of these engines. For thiscontract the engines are being purchased ready built, butinvestigations are underway regarding the feasibility ofbecoming a licenser for building such engines.
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There will be far fewer owners representatives in the shipyard but they still have to be satisfied that the shipcomplies with contractual requirements. ownersrepresentatives will be supplemented by classificationsociety and United States Coastguard (USCG) surveyors whowill ensure that their requirements are met.
The units in which linear measurement, areas, moments,forces, stresses, powers, etc, are expressed are inaccordance with the Systeme International des Unites (SI).
B2.5 Applicable Regulations and Classification
The ship shall comply with all applicable laws of the PanamanianMarine Administration and the requirements of The American Bureau ofShipping for the following class: + Al E Oil Carrier + AMS + ABCUand the US Government OPA90 act.
The ship shall also comply with the latest IMO regulations for theprevention of pollution at sea.
B2.6 Owner Particulars
The ships built under the contract are for Master Tankers Inc (MTI)of New York.
B2.6.1 Background
MTI have been established since 1947 with the purpose of carrying USpetroleum products to Japan and North West Europe.
B2.6.2 Fleet
MTI currently operate a fleet of 36 product tankers and have decidedupon a process of fleet modernization, particularly to ensure thattheir ships comply with OPA 90.
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B2.6.3 Port Relationship
Up until 1978since then all
These ordersrelationship with
B2.6.4 Competion
50% of the MTI fleet was built in this shipyard, butnew buildings have been undertaken in the Far East.
are an opportunity to re-establish our pastthis prestigious owner and it must be taken.
Not only shipbuilders faceintense competition and itare builton schedule and to
The competition faced by MTI
competition, but also shipowners haveis imperative to them that their shipsthe quoted price.
comes mainly from Japanese and Europeanshipowners, none of whom have a track record of ordering in the USA.It is in the shipyard’s best interests to ensure that MTI obtainswhat they have contracted for.
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B3 : CONTRACTUAL
B3.1 Contractual Dates and Time Constraints
The ship to which this Build Strategy applies is the first of aseries of three ordered by C Lean Tankers of Panama. The ships aredue for delivery as follows:
Ship 1: 10 December 1995Ship 2: 14 March 1996Ship 3: 29 April 1996.
To achieve these contracted delivery dates requires that the firstblock of steel for this ship is laid on berth two on 24 December1994, the first block of steel for Ship 2 is laid on berth one on 30April 1995. The first date requires that sufficient steel isdefined, ordered and delivered by the end of July 1994. The seconddate requires that the last existing naval ship on order is launchedon 29 April 1995.
It is imperative that all of these targets are achieved.
B3.2 Payment
The payment terms are related to identifiable stages in the buildprogram. They are shown below:
This again reinforces the need to meet specified targetparticular timely delivery.
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B3.3 Liquidated Damages Penalties
There are no liquidated damages applying to this contract, but thefollowing penalties apply:
For the first 15 days, no penalty.
For every additional calender day the shipyard will pay US$10,000, up to a maximum of 5% of the contract price.
If delivery is delayed by three months from the contracteddelivery date extended by permissible delays, then theowners will be entitled to cancel the contract. In such casethe shipyard is obliged to repay immediately all paymentsmade by the owners, plus interest from the date of paymentto the date of the repayment. The interest rate is set outat the London3%.
Cancellation
Interbank Offered Rate (LIBOR) 12 months, plus-—.
The paying of any penalties is to be avoided but cancellation wouldbe disastrous for the company. Cancellation can be caused by:
Late delivery, over 91 days.Attained speed 4.0% less than specified.Fuel consumption 5.5% greater than specified.Deadweight 6.0% lower than specified.Cargo volume 6.0% less than specified.
The last four items are technical and the existing design proceduresshould ensure that they do not apply. The first item reinforcesthe need to keep to schedules at all stages of the contract as alldelays have a knock-on effect far greater than their apparenteffect.
B3.5 Drawing Approval
In the contract the owners have up to three weeks to approve or makecomments upon submitted drawings; otherwise they can be assumed tobe approved, unaltered. This arrangement must be strictly enforcedto prevent undue time being taken for approval.
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It is vitally importantto be approved by themtimescale shown above.
Both ABS and the USCG
that they receive any information which hason time and that they approve it within the
have been approached and have agreed toachieve better than a three week turnaround on drawing approval.
B3.6 Construction Inspection
The construction of the ship will be subject to inspection by thefollowing:
Owners: a hull and paint inspector, a machinery inspectorand an electrical inspector.
ABS: a hull surveyor and a machinery and electricalsurveyor.
USCG: a ship surveyor, a machinery surveyor, an electricalsurveyor and a nautical surveyor.
They should be given every co-operation to assist them undertaketheir duties.
For structural surveys the inspectors should be called to view thestructure from the major assembly stage onward, in order that anyproblems are identified and rectified where they have occured.
For tests on equipment and systems the inspectors should be given 24hours notice and invited to attend. Should they not attend thetest will not be repeated. As many tests as possible should beundertaken in the workshop where the equipment will be connected tothe necessary services in order to demonstrate its compliance withrequirements.
B3.7 Trials
Trials will be attended by the same persons who undertake theinspections of B3.6 above.
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The following dock trials will have to be undertaken alongside theoutfitting quay:
Main engine.Auxiliary machinery.Deck machinery.Controls and instrumentation.Standby and emergency systems.Electric power and lighting systems.Chain stoppers.Steering gear.Lifeboats and davits.Pumps and all fluid systems.Air and sounding pipes.Heating, ventilation and a/c systems.Domestic refrigeration plant.Commnunications systems.
Before calling in the inspectors to witness a trial, the equipmentor system will have been fully tested by the QA department andaccepted as being in order. Upon successful completion of theshipyard test the relevant inspectors are to be given the required24 hours notice to attend the official trial.
Sea trials willwill consist of:
Measured
Torsionengine.
be undertaken at the end of the basin trials and
mile speed trial.
meter measurement of torque developed by main
12 hour endurance and fuel consumption trials at 25%, 50%,75% and 85% of full power.
Maneuvering, turning and stopping.
Crash/Astern, Crash/Ahead
Windlass trial, with full
Setting up remote controlthe ship to be at sea.
and Astern Trial.
extent of cable out.
and other equipment which requires
Adjustment and calibration of navigational equipment.
These will be undertaken at a ballast draught agreed by the owners.
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Before proceeding on the sea trials all systems and equipmentpossible will have been tested by the shipyard. Exceptions are thosewhich require the ship being at sea in order to prove, ie, speed,fuel consumption, compass adjusting, etc.
The sea trials will take place off the coast of Zanadoo invicinity of the measured mile course at Brigadoon. Theyscheduled to last for three days.
theare
63.8 Quality
The quality of the finishedwith the shipyard’s Steelworkthly 1983.
steel products is to be in accordanceStandards, Document No QAO027, issued
The quality of the other products is to be in accordance with therelevant QA department procedures and/or applicable industrystandards which apply, whichever is higher.
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B4: DESIGN AND ENGINEERING
B4.1 Strategy and Scope
B4.1.1 General
The design and engineering drawings areoutside agency, Messrs D E Signer Inc, butto work in-house, under the control ofEngineering Department.
being undertakenthey are to supply
by anstaff
the- company Design and
All design calculations and drawings required for approval purposesand by production departments will be produced by the teams set upfor the purposes.
When production drawings are being developed, multi-discipline(cross-functional ) teams wil1 be set up in order to ensure that thedrawings:
follow shipbuilding policy;
follow ship definition strategy, as modified in B4.1.2below;
satisfy special
B4.1.2 Changes to Ship
requirements of all users.
Definition Strategy
Because the existing company ship definition strategy was developedfor naval ships, it will have to remodified to suit merchant ships.The following changes will be made:
Datums. For naval ships the point of origin for datums isthe forward perpendicular, the base line and the centreline. This will be changed to the after perpendicular, thebase line and the centre line.
Definition of Datums. For naval ships the definition ofdatums is positive ve moving aft from the forwardperpendicular, moving up from the base line and moving toport from the centre line. This will change to positive vemoving forward from the after perpendicular, moving up fromthe base line and moving to starboard from the centre line.
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All units of measurement, force, moments, stress, power,etc, are to be in accordance with SI. There will be nointermediate stage when both SI and the present system areshown on drawings, but all employees will be issued withconversion tables. Training courses on the use of SI will beheld throughout the company prior to anyone being expectedto apply the new system of units.
B4.I.3 Modelling and Composites
A 1:25 scale model of the machinery space is to be constructed ofclear perspex sheets for the structure, solid plastic pieces formachinery and equipment, coloured plastic tubes for pipework,coloured plastic rectangular section pieces for duct work andcoloured plastic strips for wire ways.
The model will clearly show block seams and butts, equipment units,pipe banks, etc.
Final runs for pipework, duct work and wire ways will be determinedfrom the model.
Clear of the machinery space, composite digital models showingstructure, equipment and systems will be prepared for:
Steering gear compartment.
Upper Deck Accommodation.
Bridge Deck Accommodation.
Boat Deck Accommodation.
Captain’s Bridge Deck Accommodation.
Navigating Bridge Deck.
The composites will be prepared directly from the approveddiagrammatic.
B403
B4.2 Key Drawings
Key drawings have been produced and show the main transit routes forall of the services in the ship (piping, vent trunking and wireways). The key drawing shows all of the functional spaces withineach of the compartments of the ship. Figure B4.1 shows the KeyDrawing for a part of the machinery space.
The actual size of the transit routes will be determined later butevery effort must be made to ensure that the services are locatedwithin the routes shown on the key drawings.
Key drawings have sufficient space in them for adding notes andtables when they are used for routing the services.
B4.3 Production Information Requirements
B4.3.1 CAM Information
Computer Aided Manufacture is used in the following areas in theshipyard:
Steel storage and retrieval.Burning machines.Frame bending machines.Stores location and retrieval.
Information must be provided to the steel stockyard on thequantities of steel plates and profiles, their sizes and weights,when they will arrive and when they will be withdrawn, so thatforward planning for logical storage can be prepared.
The preparation workshop must be informed of the numbers and sizesof the steel material to be worked upon in a given period in theshop and be supplied with magnetic tapes with the N/C instructionsfor performing the work on the material. They should also beprovided with the new steelwork manufacturing standards, thestandard plate edge preparations for welding operations and thestandard stiffener notches and other cut-outs, all for merchantships. See Section B4.8.1, Steelwork Design Guidelines, for furtherinformation on steelwork standards.
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The information required for stores location and retrieval is as forother ships, with the exception that the parts numbering isdifferent from that of naval ships. A copy of the new partsnumbering system must be made available to the stores department.
B4.3.2 Manufacturing Information
The format of manufacturing information must reflect the manner inwhich the work is to be performed at the appropriate workstation orzone, and the tools or equipment to be used. This is as described inthe company Ship Definition Strategy.
B4.3.3 Parts Listings
Product Work Breakdown Structure and associated part numbering isdifferent for merchant ships, to that used for naval ships. The newparts numbering system is defined in the company document “PartsNumbering for Merchant Ships, Rev A“, produced by the planningDepartment in October 1993. The new system is to be adopted for thiscontract.
A Parts List for each drawing, in accordance with the new numberingsystem, is to be produced by the Design and Engineering Department.
B4.3.4 Installation Drawings
Installation drawings are toinstallation is performed andThe information thev should
reflect the manner in which thethe tools and equipment to be used.contain and the format of this
information is as desiribed in the company Ship Definition Strategy.
B4.3.5 Installation Procedures
Installation procedures are to be determined from manufacturers’instructions and company procedures. They are to be clearly writtenup and forwarded to the relevant installation department, ProductionControl and QA, for action.
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04.4 Desian and Engineering Schedule
B4.4.1 Schedule
Figure B4.2 shows the key events for all ships in the current orderbook. From the Figure it can be seen that the key events for Ship 1of the Products Tankers, for which this Build Strategy has beendeveloped, are:
Sign contract (C) : 10 Dec 1993Cut first steel (S) : 20 Aug 1994Erect first block on the berth (K) : 24 Dec 1994Launch (L) : 23 Jun 1995Deliver (D) : 10 Dec 1995
These dates determine when bought-in materials and equipment have tobe available in the yard. The delivery dates from ordering of thematerials and equipment determines the date when the equipmentshould be ordered and this, in turn, specifies when the technicalinformation should be available to enable orders to be placed.
Table B4.1 shows the schedule for when the requisitions for theordering of the major items of materials and equipment are requiredfrom the Technical Departments. It was derived using Table B5.1 -Production Times of Critical/Long Lead Time Items, and Figure B6.1 -Equipment Installation Dates and Required Delivery. To enablerequisitions to be produced the relevant shipyard technicalinformation in the form of drawings and specifications must beavailable.
B4.4.2 Resourcing and Utilisation
The total design and engineering manhours required for this ship is120,000. Based upon 40 hours per week, this represents 3,000 manweeks of effort.
Table B4.2 shows the allotted timescales, % of total effort andmanhours required to produce the technical information for thevarious phases. It should be noted that there is significant overlapbetween all phases and that the total elapsed time for producing thedesign and engineering information is 75 weeks.
B408
Table B4.1
REQUISITION SCHEDULE FOR MAJOR ITEMS
Item
SteelMain EngineShafting and PropellerAuxiliary MachineryElectrical GeneratorsWaste Heat Recovery BoilerSteering GearER PumpsCargo PumpsAir Compressors and ReceiversC02 System Machinery Controls and InstrumentationLighting and Electric CablesSwitchboardHydraulic Power packSewage PlantAir Conditioning and FansRefrigeration MachineryDeck Machinery (Mooring and Anchor Handling)Deck CraneLifeboats and DavitsNavigation EquipmentCommunications Equipment
RequiredRecauisition Date
Week/Yera
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Table B4.2
ALLOTTED TIMESCALES, % OF TOTAL EFFORT AND MANHOURS REQUIREDFOR THE VARIOUS PHASES OF PRODUCING TECHNICAL INFORMATION
Phase
AllottedTime % of RequiredWeeks Total Effort Manhours
Design Information 15 7 8,400
Information for Approval 24 28 33,600
Transition Definition 18 19 22,800(from systems to zones)
Production information 50 46 55,200
Thus the manweeks and manpower required for the phases have beencalculated and shown in Table B4.3 below:
B4.4.3 Vendor Furnished Information (VFI) Schedule
The vendors shown in Table B4.4 below are required to provideinformation regarding their product by the date shown alongsidetheir name. The relevant product is also shown in the table.
I Table B4.4I
VENDORS. PRODUCTS AND LATEST DATES FOR RECEIVING VFI
Vendor
D Iesel IncS Haft IncP Repel IncE Gene IncB Oiler IncS Teer IncP Ump IncD Well IncA Comp IncC Arbon Inc C&I IncS B Oard IncH Y D Raulic Inc`SMell IncF Ayre Inc V Cool IncW Inch IncH Lift IncL Save IncD I Rection IncT Balk Inc
Product
Main EngineShaftingPropellerElectrical GeneratorsWaste Heat Recovery BoilerSteering GearER pumpsCargo PumpsAir Compressor & ReceiversC02 SystemControls & InstrumentationSwitchboardHydraulic Power PacksSewage PlantA/C and FansRefrig MachineryDeck MachineryDeck CraneLifeboats and DavitsNavigation EquipmentCommunications Equipment
Latest Datefor VFI
48/9443/9443/9446/9410/95
12/9512/956/959/95
40/946/95
6/953/95
10/9510/952/9532/9532/95
To ensure that the VFI is received on schedule the vendors mustreceive the purchase order for their product in the timescale theyoffer in their bid. At least two weeks before the latest date forreceiving the information (if it has not been received) the vendormust be contacted to expedite the information.
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B4.5 Datumx Molded Definitions
The system of datums to be used is as shown in Figure B4.3. Brieflythe origin for the datums is:
After perpendicular.On the base line.On the centreline.
With +ve going forward from the after perpendicular, moving tostarboard from the centreline and upwards from the base line.
The boundaries of planning units, ie, blocks, zones and outfitunits, are defined in terms of the primary datums while details ofpiece parts and interim products are related to the secondarydatums.
The molded definition is important to ensure correct alighment ofadjacent and continuous structure. The molded definition is shown inFigure B4.4.
B4.6 Design Standards
As new ship designs are adopted and orders for them are placed, itwill be necessary to develop the designs for production. This willrequire not only ensuring that the design of the ship conforms tothe capability of the production equipment, but it will also benecessary to develop the expertise to design so that, for example,steel and outfit standard assemblies and parts are considered fromthe concept design stage.
B4.7 Functional Space Allocation
Functional spaces have been allocated within each of thecompartments in the ship. Figure B4.5 shows the arrangement of thecompartments of the ship and Figure B4.6 shows the functional spacesdetermined for the lower flat in the engine room.
The functional spaces have been determined by locating groups ofrelated equipment together so that the lengths and runs ofinterconnecting services are kept to a minimum and made simpler.Collecting related equipment together allows for the development ofequipment units.
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B4.8 Detail Design Guidelines
B4.8.1 Steelwork
Steelwork standards, such as manholes, cut-outs, brackets, hangers, etc, have been developed over a number of years. It is theresponsibility of detail design to ensure that these standards arecontinuously and rigorously applied to all detail design work.
B4.8.2 Machinery
Installation To be in accordance with standards laid down in thecompany’s Shipbuilding policy.
B4.8.3 Pipe Work
Pipework standards such as material types, bore sizes, pipeconfiguration (ie, straight pipes; pipes with one bend of 450 or900, pipes with no bends, either 450 or 900) have been developed.Detail design will be responsible for ensuring that these designstandards are continuously and rigorously applied to all detaildesign work.
B4.8.4 Electrical
Standards for cable trays,developed and detail designthese design standards areall detail design work.
B4.8.5 Joiner Work
cable ladders and hangers have beenwill be responsible for ensuring thatcontinuously and rigorously applied to
Standard furniture and fittings for the accommodation area have beendeveloped and detail design will be responsible for ensuring thatthese design standards are continuously and rigorously applied toall detail design work.
B4.8.6 Paint Work
To be in accordance with standards laid down in the company’sShipbuilding policy and paint specification.
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B5 : PROCUREMENT
B5.1 Master Material List
During the design process material will be quantified andspecifications prepared, and a master material list must bedeveloped similar to the master equipment list.
B5.2 Master Equiment List
During the design process equipment will be defined andspecifications prepared, and a master equipment list must bedeveloped. Reference Table B5.1.
B5.3 Material Procurement Strategy
For this contract the company has adopted a policv of using thesuppliers of large quantities- of materials (steel,- piping, pipefittings, electric cables, joiners panels, etc) as a supplementarystore. It has been agreed with such suppliers that the company willorder the total quantity of materials necessary for the contractwith them and thev will quarantee that it will be available to bedrawn down upon as-required:
This policy will reduce the inventory whichyard and help the cash flow, as the productsfor until they are drawn upon.
usually held in thenot have to be paid
The onus is upon the company to request draw downs in good time toensure the materials are in- the yard when required.”A draw downschedule will be prepared by the Planning Department and issued tothe Procurement Department.
B5.4 Critical/Long Lead Time Items
Table B5.2 shows the list of items which are either critical or longlead time items, or both.
The times are quoted by the suppliers and are their shortestperiods, ex-works, from the placing of a firm order.
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B5.5 Procurement Schedule
The procurement schedule for the critical and/or long lead timeitems is shown in Figure B5.1 below. The schedule was-derived byadding delivery times to the shortest ex-works time: shown in TableB5.2. Total delivery times thus obtained were then deducted from the
required installation times shown in Table 66.1 in order to producethe procurement schedule.
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B6: PLANNING
B6.,1 Strateqic Planning
B6.1.1 Key Event Program
A key event program has been prepared and is shown in Figure B6.1.This program shows the most important events of the build program,which must be attained in order to achieve the contract deliverydates.
It should be noted that for the first time procurement dates havebeen included. This is because they are items which are long leadtime and/or are items which it is necessary to have in place toallow subsequent work to be undertaken.
B6.1.2 Resourcing and Utilization
The manpower resources and their utilization required during theperiod of building this ship are shown in Figure B6.2 below. Itincludes the requirements for the other two ships in the contractover this period.
Figure B6.2 clearly shows the fall-off in requirement forsteelworkers durinq the latter half of 1995. It should not be takenthat this will happen assecure orders which willorder book.
Apart from the productionis not intended to use any
the company is making every effort toreverse the trend shown with the current
of design and engineering information itsubcontractors on this contract.
The total steel throughput in 1995 for the present order book willbe 24,600 tonne nett steel. Networking area of the assembly shopis 20.000 m2. This represents a utilization of 1.23 tonne/m2/Year,which can be accomplished in a single shift. The utilization-
assembly shop is therefore 1.23 tonne/m2/shift/year.
Maximum number-of steelworkers required during the buildthis ship is 1.086. 460 of these will be in the assemblythis stage in the contract. This gives a labour loading tthe assemblv shop of 43.5 m 2/person. This is a hew density, but asit represents the peak it is acceptable.
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period ofshop atdensity in
B604
The first ship will be erected on the berth in 102 blocks and panelsin a period of 26 weeks. During this period 76 other blocks will belifted on to berth 1 for the other, existing Ship and Ship No 2.Therefore average weekly number of blocks to berth is 6.9. Inaddition there will be large items of machinery and outfit unitsbeing installed during this period.
B6.1.3 Changes to Shipbuilding Policy
The company is making a major change in the type of ships it isintending to build. The emphasis inmerchant ships of up to 50,000 tonneships which will be best suited todescribed below) will be productcontainer ships, with general cargonext best options.
A new Shipbuilding Policy has beensituation.
66.1.4 Required Facility, Tooling and
the future will be to builddeadweight. Types of merchantthe facilities (enhanced, as
tankers, bulk carriers andships and ro-ro ships as the
developed to cover the above
Equipment Upgrade
Because of the major change in shipbuilding policy towards thebuilding of merchant ships which have large numbers of flat panelsin their structure, it has been decided to install a six stationpanel line to replace the six workstations for producing panelswhich are in operation at present. This will be a nighly mechanizedline with gantry supported fairing and welding equipment.
To enable larger blocks to be erected on the building berths it hasbeen decided to purchase a 250 tonne capacity trailer fortransporting blocks from the block assembly hall. A 250 tonnecapacity lifting beam is also being purchased so that the two cranesserving the building berth can be combined to lift 230 tonne blocks.
The result is that blocks of up to 230 tonne total weight can becreated in the block assembly shop against the 135 tonne previousmaximum.
Two paint chambers are to be constructed adjacent to the blockassembly shop so that blocks can be finish painted as far aspracticable before being erected on the berths.
The Shipbuilding Policy has been modified to include the newfacilities.
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3D Blocks. These are blocks which have significantdimensions in all three planes, longitudinal, transverse andvertical. In the ship they all occur clear of the cargo tankr egion.
Also shown in Table B6.2 are the number of panels and blocks whichare actually erected on the building berth with their average size.
Finally, the maximum sizes of the panels and blocks are shown.
The maximum dimensions and weights of parts and interim products areshown in Table B6.3.
B6.2.2 Coding
A coding system to suit merchant ships has been prepared as part ofthe new Ship Definition Strategy.
Table B6.3
MAXIMUM DIMENSIONS AND WEIGHTS OF PARTS AND INTERIM PRODUCTS
plates for the shell, compartmentf o r w h i c h o t h e r p a r t s , s u c h a s
brackets, are nested from.
They are distinguished by the fact that the final product ofthese plates do not have any notches, manholes, or othercut-outs in them.
Skin plates are subdivided into flat, formed and nestedplates.
Flat Plates with Contours. These are non-watertight floors,girders or webs, and have notches and/or manholes, or othercut-outs in them.
Profiles. These are the standand spipbuilding)
profiles(offset bulb flats, angles, etc and aresubdivided into straight and formed.
Flat Bars. These are face flats, and minor stiffeners tofloors, girders or webs.
B6.2 shows the number of panels and blocks for the ship andaverage sizes, divided up as follows:
Flat Panels. These are further subdivided into those whichonly have stiffeners attached and those which have bothstiffeners and subassemblies attached.
Formed Panels. These are both curved shell panels and thecorrugated panels of the transverse cargo tank bulkheads.Again, they are divided into those which have onlystiffeners attached and those which have both stiffeners andsubassemblies attached.
Sandwich Blocks. These are blocks formed from at least oneflat panel with only stiffeners attached plus either a flator formed panel with stiffeners and subassemblies attached.
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B6.3 List of Planning Units
B6.3.1 Hull Panels and Blocks
Table B6.4 lists the hull panels and blocks which are planning unitsand which are erected on the building berth. They are shown inFigure B6.3.
B6.3.2 Zones
Table B6.5. lists the onboard zones for outfitting purposes. FigureB6.4 shows the locations of the zones.
The onboard zones will be used as a basis for the management andcontrol of all onboard outfit installation work.
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B6.3.3 Equipment Units
Assembly of the engine roompipes) will take place in the
equipment units (includingEquipment Unit Assembly Shop.
banks ofAssembly
of-outfit units is scheduled so-as-to allow as much of the machineryspace outfitting as possible to take place in parallel with themachinery space steelwork.
Table B6.6 showsproduced for this
B6.3.4 Systems
a list of the equipment units which will beship.
None of the systems on this ship are considered to be planning unitsas they are all distributed over more than one planning unit. Thework performed on systems is that taken into account in the relevantplanning units over which the system is distributed.
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B6.4 Master Schedules
B6.4.1 Hull Blocks
Figure B6.5 shows the hull block erection sequence and schedule. Theschedule has been used to determine when material and equipment willbe installed, when it should be delivered to the yard, when itshould be ordered, and when the engineering information should beavailable.
B6.4.2 Zones
Table B6.7 shows when the onboard zones are available for open skyoutfitting and when they become closed off for final outfitting.These dates are also dictated by the hull erection schedule.
B6.4.3 Equipment Units
Table B6.8 shows the installation schedule for the equipment unitslisted in Table B6.6. It also shows whether the unit is installedon-block or onboard.
B6.4.4 Systems
As stated in B6.3.4 the systems on this ship are being installedon-block and/or within zones. However the completed systems willrequire to be tested. See later, Chapter 8 for Tests and Trials.
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B6.5 Hull Production Strategy
B6.5.I Preliminary Process Analysis
Figures B6.6, B6.7 and B6.8 show the preliminary process analyses of a flat panel, a sandwich block and a 3D block. The method ofbuilding up the panels and blocks from the piece parts and interimproducts is clearly shown.
Figures B6.9, B6.1O and B6.11 show when and how theto be integrated with the structure of the panelsin Figures B6.6, B6.7 and B6.8.
B6.5.2 Non-Standard
All interim productswhich are defined in
Interim Products
outfit items areand blocks shown
used to construct this ship are standard onesthe company Shipbuilding Policy.
B6.5.3 Build Location and Launch Condition
The first and third ships are to be constructed on berth number 2,which is at present vacant so that the date of erecting the firstblock on the berth is only dependent upon considerations related tothe first ship. The second ship will be constructed On berth number1, which is at present occupied by the other existing contract ship.
When the ship is launched all major steelwork will be complete, themain engine and all machinery space equipment units will be inplace, all other equipment units will be installed, theaccommodation deckhouse will be in situ, all hotwork and paintworkin the cargo tanks and slop tanks will be complete. Elsewhere thepaintwork will be complete apart from erection joints and wherehotwork will occur.
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B6.7 Accoummdation Outfit Strategy
At the time of lifting to the ship, the accommodation will becompletely outfitted except for the following:
navigation equipment, andsoft furnishings.
This is achieved by having a cofferdam between the bottom tier ofthe accommodation block and the ship’s deck to which theacconunodation is to be fitted. The cofferdam will also serve as aspace for passing or connecting services between the accommodationand engine room.
B6.8 Cargo Space and Other Space Outfit Strategy
Before steel blocks are lifted to the Building Berth all ‘hot work”should be completed. This will include the cutting of all manholes,access openings, and penetrations for pipe, cable. and HVAC systems.All brackets and foundations for equipment must be fitted and weldedtogether with hangers for pipe, cable and HVAC systems. As much“cold work” will be fitted wherever possible and should includepipework, cable trays/ladders, ventilation trunking and equipment.
B6.8.1 On Block Outfitting
On block outfitting will be divided into two stages. Stage I willinclude the completion of all minor steel “hot work” such asmanholes, penetrations, minor equipment foundations, ladders, pipehangers, electrical cable tray hangers and ventilation systemhangers. Stage 2 will include the installation of individual itemsof equipment together with manufactured parts such-as loose tanks,steel doors, windows, pipe systems, electric systems, HVAC systems,etc. A typical process analysis is shown in Figure B6.15.
B6.8.2 On Board Outfitting
On board outfitting will consist of connecting up the systems,previously installed on block, at the block joints after the jointshave been joined, welded and tested together with the pulling andconnecting of electric cable. The on board installation work will bepackaged and scheduled in accordance with the zone close outprogramme. A typical process analysis is shown on Figure B6.16.
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B6.9 Painting Strategy
B6.9.1 Outline Paint Specification
All steel is to enter the preparation workshop via the treatmentline where it is to be shotblasted to SIS Sa2.5 -standard and coatedwith a zinc silicate shop primer.
The areas of the ship listed below are to have the paint systemsshown applied:
Underwater, exterior shell : High solid tar free epoxysystem with a long life anti-fouling system - 8,500 m2.
Topside, exterior shell, : High solid epoxy system. Totalexterior decks three coats 7,670 m2
Deckhouses and deck : Chlorinated rubber system.fittings Total three coats - 11,840 m2.
Water ballast tanks : Coal tar epoxy coating system.Total two coats 71,000 m2
Fresh water tanks : High build pure epoxy system.total two coats - 1,200 m2
Steelwork behind linings, : High build bitumastic system.void spaces and cofferdams 2Total two coats - 7,500 m .
B6.9.2 Pre-Painting
Double bottom blocks in way of the cargo tanks are to have theexterior shell and internal structure sweep blasted to SPSS-SS andthe upper side of the inner bottom blast cleaned to S1S Sa2.5 in thepaint cells before the final paint systems are applied.
Side blocks in way of the cargo tanks are to have the exterior shelland internal structure sweep blasted to SPSS-SS and the inboard sideof the longitudinal bulkhead blast cleaned to S1S Sa2.5 in the paintcells before the final paint systems are applied.
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Deck panels in way of the cargo tanks are to have their exteriorsurface sweep blasted to SPSS-SS and the underside blast cleaned toS1S Sa2.5 in the paint cells before final paint systems are applied.
All other blocks are to have all surfaces sweep blasted to SPSS-SSbefore final paint systems are applied in the paint chambers.
B6.9.3 Primer Repair Strategy
Where the shop primer is damaged in a workshop, the damaged areashould be disc-ground and wire brushed, then touched UP with astripe coat as soon as possib le . On all occasions this should beperformed before passing the work on to the subsequent workstation.
B6.9.4 Panel/Block Painting Strategy
All panels which go directly to the building berth, will be paintedin the paint chambers to 300mn of the edges which will be welded onthe building berth.
The flat panels which have stiffeners and subassemblies added andform part of a sandwich block will be painted in the block assemblyshop to 300mm of the edges which will be subsequently welded.
Complete sandwich blocks will have the remainder of their paintworkundertaken in a paint chamber to 300mm of the berth joints.
3D blocks will be painted in the paint chambersedges which will be welded at the building berths.
B6.9.5 Zone Painting Strategy
to 300mm of the
Zone painting will be completed after all structural joining andoutfit installation work has been finished, both within the zone andon the other side of zone boundaries.
Bought-in items of equipment will arrive finish painted, with aprotective cover over the paintwork. When placed on frameworks, tocreate outfit units, the framework will be finish painted to 300mmfrom the interface with the ship’s structure.
The exterior shell and decks will receive their final coating in thedry dock, just prior to sea trials.
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B6.9.6 Special Considerations
There are no special considerations for this vessel.
B6.1O
B6.10.1
Subcontract Requirements
Bought-in Items
The following is a
Mechanical
list of “supply
ventilation and
and fit” subcontract items:
air conditioning.
Deck coverings.
Acoustic, fire protection and thermal insulation..
The supplier not only provides the material for the above items butalso the labour which is under his control. However the timing andmanner of performing the work is under the control of the shipyardand the supplier will comply with the established schedules.
B6.10.2 Use of On-Site Subcontractors
The only other on-site subcontractors, apart form those associatedwith supply and fit items, will be those producing the design andengineering information. Their numbers and associated timescales arediscussed in Chapter B4, paragraph B4.6.2 earlier.
B6.1O.3 Industrial Relations Considerations
As the use of supply and fit subcontracts and subcontractors toproduce design and engineering information is normal practice forthe company, all of the existing agreements on their use will applyto this contract.
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B6.11 Productivity Targets
The direct steelworker productivity for this ship has been set at 60manhours/tonne nett steel. This is world average productivity for aship of this type and size.
Another measure of productivity used for comparative purposes by theinternational community is manhours/compensated gross ton (CGT).This vessel has a gross tonnage of 24,100 and an associatedcompensated gross tonnage factor of 0.73, giving a compensated grosstonnage of 24,100 x 0.73 = 17,593. The total employee manhoursrequired to produce this ship is 1,176,000, therefore the manhours/CGT= 66.8. This is about two-thirds of the world average but thegood European yards are only using about 45 and the Japanese about29 manhours/CGT.
The above are not directly comparable to recently completed ships asthey have all been naval vessels.
A6.12
A6.12.1
Temorarv Services
Staging
To enable fairing and welding of unit joints and subsequentfinishing off operations to take place it will be necessary toprovide access ways to these areas.
Traditional shipbuilding techniques made it necessary to surroundthe ship completely with staging. The modern approach to shipconstruction has the potential to substantially reduce the amount ofstaging equipment required.
Consequently we will use a combination of modular staging systems,permanent built in systems, and hydraulic articulated booms (cherrypickers).
The modular systems are capable of rapid assembly and dismantlingand will be used where access is limited. Permanent built in stagingwill apply to cargo holds of tankers where specified longitudinalstiffeners will be extended to form permanent galleries to be usedfor staging and access.
Cherry pickers will be used for fairing and welding of hull unitjoints.
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A6.12.2 Access and Escape Plan
In the event of an emergency where rapid access to confined spacesby rescue services or fast evacuation is necessary.
An access and escape plan will be prepared, framed and sited at allmajor access points to the ship.
The engineering office will consider how the ship will beconstructed and provide adequate access and work levels for men andequipment during the construction and subsequent maintenance of theship.
A6.12.3 Power and Lighting
Services required for construction activities include:
Traditional practice was to connect each item of plant or tool tothe nearest outlet manifold at the quay or dockside, which led to amass of cables and pipes looped and criss-crossed to the variouswork areas.
Portable service outlet units will be used, which consist of aframework on to which the various pipes are attached. These unitsare quickly connected and positioned on board the ship and operatorsconnect their equipment to the nearest outlet.
Electrical power will be initially fed from shore supply and cablesare run from the main switchboard to sub-switchboards anddistribution boards to which the equipment is connected. The sub-switchboards and distribution boards will be located throughout theship, serving all areas as appropriate.
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B7 : ACCURACY CONTROL
B701
In order to be competitive in the commercial shipbuilding world,rework must be minimized. Accuracy Control (A/C) has been proven tobe an effective wayto reduce rework.
A/C is ‘the regulation of accuracy as a means for continuouslyimproving design details and work methods so as to maximizeproductivity”.
A/C has both a short and a long term benefit. The short term benefitis that it will minimize delays and rework during erection ofsructure and installation of equipment by monitoring and controllingthe fabricaiton of interim products. The long term benefit is theimplementation of a management system that develops a database ofquantitative information that can be used to continuously improveproduct iv i ty .
Although the shipyard has been utilizing A/C for naval ships overthe past 10 years, the differences between naval and commercialships is such that most of the data is not transferable. It will benecessary to develop from scratch the quantitative information fromthe consnercial ships as they are being constructed.
However, the shipyard has the experience and knows how to plan,execute and evaluate A/C. The shipyard will implement its proven A/Cprocedure by modifying it to suit the requirements of the commercialshipbuilding.
B7.1 System Critical Dimensions and Tolerances
For steelwork the key system dimensions are the finished overalldimensions of assemblies and blocks as well as alignment of internaljoinint structural members.
For outfit the key dimensions all relate to installation interfaces.
These must be defined with suitable tolerances that would ensure therequired performance of the vessel in terms of:
These will be controlled and monitored by use of appropriate controlchart techniques and capability studies as described in theshipyard’s A/C Procedure for Commercial Ships, issued December 1993.
B7.2 Interim Product Critical Dimensions and Tolerances
They can be divided into two categories:
Principal dimensions and tolerances.Local dimensions and tolerances.
A principal dimension/tolerance for an interim product is one whichwill directly affect the ability to meet system critical dimensions/tolerances. For example, that may be the overall dimensions of asteelwork unit. If these are not achieved to a desired tolerancethen there will be a failure in any attempt to assemble the systemfrom the component interim products.
A local dimension/tolerance for an interim product is one which willaffect the ability of a workstation to assemble that particularinterim product from its component piece parts or assemblies. Forexample, that may be the positioning of a stiffener so that itsfit-up with a slot is achieved to the required tolerance.
These can be controlled and monitored by use of appropriate controlchart techniques and capability studies.
B7.3 Sampling Procedures
A list of interim products to be sampled will be prepared inaccordance with the shipyard’s A/C Procedure for commercial ships.
B7.4 Special Procedures
B7.4.1 One-Off Manufacture
In the case of genuine one-off products or components requiringmanufacture and/or assembly, specific monitoring and controlprocedures will be put in place to ensure that these meet specifiedtargets.
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B7.4.2 Poor Performance
In addition, if in the evaluation of system and interim productrequired accuracy it becomes evident that specific processes areunable to meet specified requirements first time then specialanalysis will be undertaken to determine cause and eliminate therework that arises.
B7.5 Jigs and Fixtures
A list of jigs and fixtures that are required for the assemblyprocess will be prepared and appropriate resources defined for theirdesign, manufacture and installation.
The levels of accuracy for the jigs and fixtures must becommensurate to those required for systems and interim products.
Where possible jigs and fixtures will minimize welded attachments.
B7.6 Hot Work Shrinkaqe
B7.6.1 Use of Extra Stock
Because of the limitations in shell development methods and formingof shaped plates extra stock will be required on certain blockks.Also the commercial ships, with their heavier scantlings, will havedifference shrinkage and distortion that the naval ships.
The initial aim is to control and manage the use of extra stockmaterial and gradually eliminate it as more and more data ondistortion and shrinkage for commercial ships is collected andanalysed.
B7.6.1 Shrinkage Allowances
For all dimensions, shrinkage allowances will be made on the basisof:
shrinkage at subassembly;shrinkage at assembly;shrinkage at erection.
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A shrinkage excess will be derived and allocated to the structure insuch a manner as to ensure that both principal and localdimensions/tolerances are met.
This allowance will be basedperformance at each work stage
Shrinkage allocation shouldallocation or evenlydistributedspacing.
B7.7 Distortion Control
on a database with regard to pastand for each welding process.
be consistent either by lump s u m to retain correct stiffener
Specific procedures should be developed for control of distortion.These should cover two distinct aspects:
a) Pre-set that anticipates distortion from welding.
b) Distortion removal that removes distortion which resultsfrom the normal production process.
Taking each of the above in turn:
a) Pre-set:
Suitable data will be collected and analyzed to derivepre-sets so that this information can be included in drawinginformation provided to the workstation.
b) Distortion Removal:
Specific workstations will be identified and suitablyequipped to remove distortion by appropriate processes suchas heat line bending.
This is a time consuming activity and its use will bemanaged with an emphasis on design improvement and use ofpre-set or improved processes to minimize the need fordistortion removal.
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B8: TESTS AND TRIALS
B 8 . 1 Test Planning
B8. I . I Strategy
Before any tests are undertaken the components will besystematically prepared so that those called to witness the testsactually only see the tests performed and not any preparation whichis necessary for it to take place. Preparation will include:
cleaning the item and the adjacent area;
connecting all of the necessary services and checking thatthe required quantities are available;
checking that all recording devices are available, workingcorrectly and are within their calibration date;
ambient temperature is acceptable;
lighting is adequate;
ventilation is adequate.
The strategy for preparing items
B8.1.2 Schedule (High Level)
for test is shown below.
Figure 68.1 shows the high level test schedule. It has a totalduration of . . . . working days and it is imperative that all tests besuccessfully completed within this time duration.
B8.2 Pre-Completion Testing
Before items are completetesting can be performed.discussed below.
and installed in a ship a large amount ofThe various pre-completion tests are
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B8.2.1 Pre-Survey and Dry Survey
As much of the structural survey work as possible is to be performedin the workshops.
. Before a regulatory, owner’s or classification surveyor is called tosurvey any structure it will be examined by a steel shop supervisorand any faults found, rectified.
The use of dimensional control and self-checking of all work at eachstage in the process should mean that any faults discovered prior tocalling in a surveyor will be minimal and minor. The aim is tohave no faults found by a surveyor, not because they are welldisguised, but because they do not exist.
B8.2.2 Pipe Pre-Testing
Where banks of pipes involve the joining of pipe parts and/or pipesto fittings they will be pressure tested in the pipewater or air, prior to being installed on the unit,ship. Any faults discovered will be rectifiedleaves the shop.
shop, either-byblock or on thebefore the item
B8.2.3 Equipment Unit Pre-Testing
will have theirWhile still in the workshop all equipment unitsfluid and electrical services connected and be supplied with therequired quantity of the relevant mediums in order that they operatecorrectly and that the services are intact.
Whenever possible the test procedures developed by the equipmentsuppliers will be used. These procedures will be reviewed by theTest and Trials department as they are received. If they areacceptable they will be forwarded to the owner’s representative forcomment. When the procedure has been agreed by both the shipyardand the owner’s representative it will be signed off as the mastercopy and kept in the Test and Trials file.
Prior to the conduct of a test the shipyard will notify the owner’srepresentative and any other interested part i es such asclassification and statutory body surveyors so that they can bepresent.
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B8.3 Tank Test Schedule
Figure B8.2 shows the schedule for tank/compartment testing. Thisschedule defines when all work within the tanks and hot work on thetank boundaries will be complete. It also indicates which tanks canbe tested prior to the unit or block going to the berth.
B8.4 Equiment Unit Test Schedule
Figure B8.3 shows the schedule for the testing of equipment units:The schedule defines when each equipment unit will be completelyassembled and identifies all tests required and their durations.
B8.5 Pipe Unit Test Schedule
Figure B8.4 shows the scheduleschedule defines when each pipeand ident i f ies a l l tests required
B8.6 Zone Close-Out Strategy
for the test ing of p ipe uni ts . Theunit wil l be completely assembled
and the durations.
Figure B8.5 shows the zone closeout strategy. This defines when allwork within the zones, including tests and trials of equipment, willbe completed and the zone closed up.
B8.7 Pr inc ipa l Tr ia ls I tems
A list of the principal items which require trials and the schedulefor the trials is shown in Figure B8.6.
B8.7 .1 Dock Tr ia ls
After the individual equipment units have been installed andconnected up to the relevant systems on board the ship then completesystems will be available for trials. Initially these will beundertaken while the ship is alongside and in accordance with apredetermined schedule. This schedule is shown in Figure B8.7.
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B 8 . 7 . 2 S e a T r i a l s
Ultimately the ship will undergo sea trials which will be undertakenin accordance with a program drawn up by the technical and planningdepartments.
If the test progression:
preparation for tests;pipe pre-testing;equipment unit pre-testing;dock trials;
has been followed then sea trials should mainly be a series ofproving events. The exceptions to this are speed and maneuveringtrials.
The program dates for both the Builder’s and Acceptance Sea Trialsand their completion date is shown in Figure B8.8.
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Figure 88.4 PIPE UNIT TEST SCHEDULE DRAWING No.;GOSA 00/40 ORIGORIGNAL DRAWN 17-JAN-04/KM
B81O
Figure B8.6 PRINCIPAL TRIALS ITEMS DRAWNG NO. 00/50ORGINAL ORAWN 17—JAN—94
Main engine.Auxiliary machInery.Deck machinery.Cargo cranes.Hatch covers.Container location & security.Contols and instrumentation.Standby and emergency systems.Electrical power and lighting systems.Chain stoppers. .Steering gear.Quarter ramp.Portable car decks.Lifeboats and davits.Pumps and all fluid systems.Air and sounding pipes.Heating, ventilation and a/c systems.Domestic refrigeration plant.Communications systems.Radar and navigation systems.
B902
B9.3 Project Organization
B9.3.1 Shipyard Organization Charts
Figure B9.1 shows the shipyard organization to the-levels at whichcontact with the owner’s representatives will occur. Contacts withABS and USCG take place at the same levels.
Figure B9.1
SHIPYARD HIERARCHY TO SENIOR MANAGEMENT LEVEL
President
-
QA Manager
VP VP VP VP VPFinance Engineering Production Planning Procurement
Accounts Design Production Production PurchasingDept Office Control Engineering Dept
Drawing ProductionOffices Departments
andWorkshops
(1), (2) and (3) are points of contact with the owners.
B903
B9.3.2 Client's Organization Chart
The client’s organization, to the level at which continuous contactwith the shipyard will take place, is shown in Figure B9.2. Prior tothe placing of the contract there was frequent contact between therespective Presidents, Finance VPs and Engineering VPs. Thesecontacts will continue but not frequently.
Figure B9.2
CLIENT’S HIERARCHY TO SENIOR MANAGEMENT LEVEL
President
VP Finance VP Engineering
ISuperintendent’sDepartment
I
L Contact- - - -
VP Operations VP Procurement
with- - - - - - - - - >
Shipyard (l), (2) & (3)
B1OO1
B1O: WEIGHT CONTROL
B10.1 General
The actual weight of the completed ship decides how much of thedesign full load displacement is available for the carriage ofcargo. Generally, the required weight control of commercial ships ismuch less than that for a naval ship. This is because much more ofthe full load displacement is for carrying the cargo. That is thedeadweight for most commercial ships is greater than the lightshipweight. Whereas the opposite is true for naval ships where thepayload might be only a small fraction of the full loaddisplacement. Also the systems for a naval ship are much morecomplex than those for the normal commercial ship and therefore theestimation of the weight of the systems requires much more detailand effort.
Weight estimation for commercial ships have much more similarityfrom one ship to another. This enables designers to use parametricmethods plus greater margins for the unusual. Parametric methods ofweight estimation require up to date databases for the various shiptypes. While this is available to the current designers of theworld’s commercial ships, US designers do not have the database orexperience necessary to use a parametric approach with confidence.Therefore, until sufficient experience is developed, the shipyardwill utilize a weight control program to obtain the data andexperience to ensure that the required deadweight is achieved.
The weight control procedure is a modified version of the shipyard’ssuccessful naval ship weight control procedure, but of considerablyreduced scope. This will use the weight control team’s familiaritywith the existing procedure to ensure its easy transition for thefirst commercial ship.
B1O.2 Outline Procedure
The weight control program will be established and managed inaccordance with the shipyard’s Weight Control Procedure forCommercial Ships, issued December 1993.
The weight control procedure consists of the following phases:
Calculations from drawings.Equipment vendor weight reporting.Lightship weight and center check.
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B1OO2
The calculation of the weight items will be under the three majorgroupings:
SteelOutfitMachinery
They must be summarized as:
Total SteelTotal OutfitTotal Machinery
together with their associated centres of gravity and suitablemargins on all items.
B1O.3 Denartmental Resporisibilities
The Weights Section of the Naval Architectural Department will beresponsible for the weight control. A Weight Manager will beassigned for this contract. Individual weights and centers ofgravity will recalculated by the Weight Section engineers. A WeightManager will be assigned for this contract.
All weight information obtained by the other design sections will beforwarded to the Naval Architectural Department for processing.
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APPENDIX C
BUILD STRATEGY FOR A 30,700 TONNE DWTCONTAINER/RO-RO SHIP
APPENDIX C - CONTENTS
cl:
C1.1C1.2C1.3C1.4
C2:
C2.1C2.2C2.3C2.4C2.5C2.6
C3:
C3.1C3.2C3.3C3.4C3.5C3.6C3.7C3.8
C4 :
C4.1C4.2C4.3C4.4C4.5C4.6C4.7C4.8
GBSA:OO03
INTRODUCTION
Purpose of DocumentBuild Strategy Document PrerequisitesDistributionSummary
VESSEL DESCRIPTION
General Description and MissionPrincipal ParticularsSpecial Characteristics and RequirementsComparisons and Differences from Previous ShipsApplicable Regulations and ClassificationOwner Particulars
CONTRACTUAL
Contractual Dates and Time ConstraintsPaymentLiquidated Damages and PenaltiesCancellationDrawing ApprovalConstruction InspectionTrialsQuality
DESIGN AND ENGINEERING
Strategy and ScopeKey DrawingsProduction Information RequirementsDesign and Engineering ScheduleDatums and Molded DefinitionDesign StandardsFunctional Space AllocationDetail Design Guidelines
Page No
C101-C1O4
Cl0lC103C103C103
C201-C206
C201C201C201C203C205C205
C301-C305
C301C301C302C302C302C303 C303C305
C401-C415
C401C402C402C405C41OC41OC41OC415
ii
APPENDIX C - CONTENTS Page No
C501-C505C5: PROCUREMENT
C5.1C5.2C5.3C5.4C5.5
Master Material ListMaster Equipment ListMaterial Procurement StrategyCritical/Long Lead Time ItemsProcurement Schedule
C501C501C501C501C502
C6: PLANNING C601-C636
Strategic PlanningWork BreakdownList of Planning UnitsMaster Schedules
C6.1C6.2C6.3C6.4C6.5
C601C604C608C614
Hull Production StrategyMachinery Space Outfit StrategyAccommodation Outfit StrategyCargo Space and Other Space Outfit StrategyPainting StrategySubcontract RequirementsProductivity TargetsTemporary Services
C618C625C629
C6.6C6.7C6.8C6.9C6.1OC6.11C6.12
C629C632C634C634C635
C7: ACCURACY CONTROL C701-C704
C7.1C7.2
System Critical Dimensions and TolerancesInterim Product Critical Dimensions andTolerancesSampling ProceduresSpecial ProceduresJigs and FixturesHot Work ShrinkageDistortion Control
C701C702
C7.3C7.4
C702C702
C7.5C7.6C7.7
C703C703C704
C8: TESTS AND TRIALS C801-C812
C8.1C8.2
Test PlanningPre-Completion TestingTank Test ScheduleEquipment Unit Test SchedulePipe Unit Test ScheduleZone Close-Out StrategyPrincipal Trials Items
This Build Strategy is approved and endorsed by senior management.It should be used as the primary working document for this Contract.The accomplishment of the objectives and corresponding performanceis essential for the ongoing success of the company and completesatisfaction of the customer.
Understand its implications for your department or group and followit where actions are required to ensure that the strategy is fullyimplemented. Any significant deviations from the Build Strategynecessary during the performance of the Contract, must be fullydocumented and processed through the Build Strategy Control Board.
This is a COMPANY CONFIDENTIAL document and must be handledaccordingly. However, distribution is broad enough to ensure thatits communication value is not diminished. All copies have beenassigned a control number and tracked to individual, group ordepartment level.
The purpose of the Build Strategy is to apply the agreed method tobuild the ship to suit the facilities, processes, ship definitionstrategy and the objectives of the Shipbuilding Policy, and tofacilitate communication and collaboration of departmental actionsto meet the aims of the Build Strategy.
This Build Strategy provides a framework for the effectivedevelopment and coordination of the many aspects of a specific shipcontract. It also ensures that the design is developed in line withcurrent, or projected, methods to be used by the productiondepartments.
Emphasis is placed on the outfitting and engineering aspects of thedesign and production of the ship as it is in these areas where themost significant benefits of improvements in productivity can beobtained.
During the development of the Build Strategy, effortsto reduce the work content inherent in the finishedextensive use of standards and the applicationengineering techniques at all stages of production.
have been madeproduct by theof production
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The Build Strategy also provides an analysis for each stage ofproduction in order to identify the methods and processes to beused. This analysis identifies problem areas to which specialattention will have to be paid to avoid any bottlenecks during theproduction of the ship.
This Build Strategy has been prepared by several departments and theintegrated approach is confirmed by the department heads who, asmembers of the Build Strategy Control Board, have signed below.
M ONEY T E C H NicalVice President, Finance Vice President, Engineering
M Hours N E T WorkVice President, Production Vice President, Planning
B U YingVice President, Procurement
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C1.2 Build Strategy Document Prerequisites
The preparation of this Build Strategy is based upon the company’scurrent Shipbuilding Policy and Ship Defination Strategy. Anymodification required because of special characteristics or needsfor the ship are described in Sections C4.2, C4.3 and C4.4 below.
C1.3 Distribution
This Build Strategy Document distribution is as follows:
All vice presidents.All senior managers.All other managers and supervisors.Engineering department section leaders.Production engineering department section leaders.Classification society representatives (excluding budgetschedules).
C1.4 Summary
This Build Strategy is prepared for:
Hull number 1004.Contract number 93/E9887/1004.Number of ships. First ship of a two ship contract.
It is prepared to record, integrate and communicate importantspecific ship design, material definition, planning, production andtesting information in one internal (within the company) accessibleshipyard controlled document.
It has been signedProduction, Planningand must be strictly
This Build Strategy:
Defines what
by the Vice Presidents of Finance, Engineer4 ng,aid Procurement and represents company policyadhered to.
is to be built.
parameters of the build cycle, includingDefines theschedule, budget and manning, as dictated by the contract.
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Shows the adopted block breakdown, sequence of erection andinitial process engineering.
Identifies interim products and creates a productionoriented approach to engineering and planning of the ship.
Defines material purchasing requirements necessary tosupport the production process.
Indicates any special requirements in terms of thefacilities, manpower, skills, etc, and highlights potentialproblems and how they will be overcome.
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C2: VESSEL DESCRIPTION
C2.1 General Description and Mission
The General Arrangement of the steel container/ro-ro ship is shownin Figure C2.1, from which it can be seen that it is a single screw,diesel engine propelled steel container/ro-ro ship, suitable for thecarriage of 20 foot and 40 foot containers/highway trailers andautomobiles. The ship has a bulbous bow, rakedstern. It has superstructure and a deckhousedeckhouse has five deck levels. There is noThere is 500 mm straight line camber on the mainon any other deck.
stem, and a transomlocated aft. The
sheer on any decks.deck, and no camber
The hull is subdivided by eight transverse bulkheads into nine mainwatertight compartments. The engine room is located aft, between theafter peak and the forward engine room bulkheads.
Loading and unloading operations are performed by means of two twincranes located between holds 1/2 and 3/4 and via the stern quarterramp for the ro-ro cargo.
The mission of the ship is to transport containers and ro-ro cargobetween the USA and the Caribbean/South America/South Africa/WestAfrica. The ship will be registered in the USA and operated by acrew of US nationals.
C2.2 Pr inc ipa l Par t icu lars
The ship has the following dimensions:
Length overallLength between perpendicularsBreadth mouldedDepth mouldedDesign draftMaximum draftDeadweight on design draftDeadweight on maximum draft
The ship has a stern quarter ramp, an internal ramp and portable cardecks to deal with the ro-ro cargo.
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The wheelhouse is located in the eighth tier of deckhouse above themain deck to provide good forward vision above the five containertiers stowed on the hatch covers.
The main engine is a slow speed marine diesel.
A knuckle is arranged from the top of the propeller arch toapproximately the forward end of the engine room to allow for goodwater flow into the propeller disc and for maximum width of decksfor ro-ro cargo. Figure C2.2 is the midship section for the ship.
C2.4 Comparisons and Differences from Previous Ships
For most of the past 15 years the company has been engaged inbuilding naval ships for the US Navy and this ship will be thefourth merchant vessel to be built in that time. The majordifferences which will be encountered are:
The scantlings of a merchant ship are much thicker and henceindividual structural items are heavier “than those of anaval ship.
The method of erecting and outfitting the ship is much moreunder the control of the shipyard. Hence the importance ofthis document.
Merchant standards and quality requirements are less thanthose required for a naval ship. This does not mean thatquality is unimportant - it is essential, but not to such ahigh standard. There will still be standards which apply butthese will be either in-house standards or the commercialstandards of ISO, IEC, ITU, ANSI, etc. Classificationsociety standards will also have to be met.
The shipyard has only recently gained - experience ofinstalling slow speed marine diesel engines. For thiscontract the engines are being purchased ready built, butthe company has decided to become a licensor for buildingsuch engines and these engines will be the last purchasedcomplete.
There will be far fewer owners representatives in the shipyard but they still have to be satisfied that the shipcomplies with contractual requirements. ownersrepresentatives will be supplemented by classificationsociety and United States Coastguard (USCG) surveyors whowill ensure that their requirements are met.
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C2.5 Applicable Regulations and Classification
The ship complies with the relevant conventions of the InternationalMaritime Organization (IMO) for a ship of its type and size. Theseare being applied by the USCG.
The ship is to be classed with the American(ABS), with the notations +Al E CONTAINER CARRIER
Bureau of Shipping+ AMS + ABCU
C2.6 Owner Particulars
The ships built under the contract are for Box Carriers Inc (BCI) ofNew Or leans.
C2.6.1 Background
BCI were established in 1969, initially servicing US ports and NorthWest Europe, but have not established themselves in the US/Caribbean/South America/South Africa/West Africa routes. They havealways been at the forefront of unitised cargo carriage and wereearly in the field of hybrid container/ro-ro ships.
C2.6.2 Fleet
BCI operate a fleet of 16 pure container ships and four hybridcontainer/ro-ro ships. All of the latter ships are capable of beingutilised by the Military Sealift Command.
C2.6.3 Port Relationship
Six of BCI’S pure container ships were built adate we have not build a hybrid ship. The lastowner was delivered in 1976.
the shipyard but toship built for this
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C2.6 .4 Compet i t ion
BCI faces severe competition on the routes from both South Americanand West African shipowners.
It is in the shipyard’s own best interest to provide BCI with theships on schedule and to budget as their competition have not, andare unlikely to, order ships in the USA.
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CONTRACTUAL
C3.1 Contractual Dates and Time Constraints
The ship to which this Build Strategy appliesordered by Box Carriers of New Orleans. Thedelivery as follows:
Ship 1: 11 September 1996Ship 2: 5 October 1996
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is the first of twoships are due for
These dates are very close together and the fact that the companycould deliver the ships in this time was a major factor in obtainingthe order.
To achieve the contracted delivery dates requires that the firstblock of steel for this ship is laid on berth two on 16 September1995, the first block of steel for Ship 2 is laid on berth one on 2December 1995. The first date requires that sufficient steel isdefined, ordered and delivered by mid June 1995.
It is imperative that all of these targets are achieved.
The payment terms are related to identifiable stages in the buildprogram. They are shown below:
% Value US$
Contract signing 5 2,350,000Cut first steel 2,350,000Lay keel (first block on berth) 5: 7,050,000
7,050,000Delivery 60 28,200,000
This again reinforces the need to meet specified target dates, inparticular timely delivery.
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C3.3 Liquidated Damages and Penalties
There are no liquidated damages applying to this contract, but thefollowing penalties apply:
For the first 10 days, no penalty.
For every additional calender day the shipyard will pay US$25,000, up to a maximum of 5% of the contract price.
If delivery is delayed by three months from the contracteddelivery date extended by permissible delays, then theowners will be entitled to cancel the contract. In such casethe shipyard is obliged to repay immediately all paymentsmade by the owners, plus interest from the date of paymentto-the date of the repayment. The interest rate is set outat the London Interbank Offered Rate (LIBOR) 12 months, plus3%.
C3.4 Cancel la t ion
The paying of any penalties is to be avoided but cancellation wouldbe disastrous for the company. Cancellation can be caused by:
Late delivery, over 91 days.Attained speed 0.5 knot less than specified.Fuel consumption 5.0% greater than specified.Deadweight 1,500 tonne lower than specified.Cargo. volume 3,000 cubic metres less than specified.
The last four items are technical and the existing design proceduresshould ensure that they do not apply. The first item reinforcesthe need to keep to schedules at all stages of the contract as alldelays have a knock-oneffect.
effect far greater than their apparent
C3.5 Drawing Approval
In the contract the owners have up to fifteen working days toapprove or make comments upon submitted drawings, otherwse they canbe assumed to be approved, unaltered. This arrangement must bestrictly enforced to prevent undue time being taken for approval.
It is vitally important that they receive anyto be approved by them on time and that theytimescale shown above.
information whichapprove it within
hasthe
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Both ABS and the USCG have been approached and have agreed toachieve better than a fifteen working days turnaround on drawingapproval.
C3.6 Construction Inspection
The construction of the ship will be subject to inspection by thefollowing:
Owners: a hull/paint inspectorinspector.
ABS: a hull surveyor and asurveyor.
and a machinery/electrical
machinery and electrical
USCG: a ship surveyor, a machinery surveyor, an electricalsurveyor and a nautical surveyor.
They should be given every co-operation to assist them undertaketheir duties.
For structural surveys the inspectors should be called to view thestructure from the major assembly stage onward, in order that anyproblems are identified and rectified where they have occured.
For tests on equipment and systems the inspectors should be given 24hours notice and invited to attend. Should thev not attend thetest will notundertaken inthe necessaryrequirements.
C3.7 Trials
Trials will beinspections of
be repeated. As many tests as possible should bethe workshop where the equipment will be connected to;ervices in order to demonstrate its compliance with
attended by the same persons who undertake theC3.6 above.
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The following dock trials will have to be undertaken alongside theoutfitting quay:
Main engine.Auxiliary machinery.Deck machinery.Cargo cranes.Hatch covers.Container location and security.Controls and instrumentation.Standby and emergency systems.Electric power and lighting systems.Chain stoppers.Steering gear.Quarter ramp.Portable car decks.Lifeboats and davits.Pumps and all fluid systems.Air and sounding pipes.Heating, ventilation and a/c systems.Domestic refrigeration plant.Communications systems.
Before calling in the inspectors to witness a trial, the equipmentor system will have been fully tested by the QA department andaccepted as being in order. Upon successful completion of theshipyard test the relevant inspectors are to be given the required24 hours notice to attend the official trial.
Sea trials will be undertaken atwill consist of:
Measured mile speed trial.
Torsionengine.
12 hour75% and
meter measurement
endurance and fuel90% of full power.
the end of the basin trials and
of torque developed by main
consumption trials at 25%, 50%,
Maneuvering, turning and stopping.
Crash/Astern, Crash/Ahead and Astern Trial.
Windlass trial, with full extent of cable out.
Setting up remote control and other equipment which requiresthe ship to be at sea.
Adjustment and calibration of navigational equipment.
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These will be undertaken at a ballast draught agreed by the owners.
Before proceeding on the sea trials all systems and equipmentpossible will have been tested by the shipyard. Exceptions are thosewhich require the ship being at sea in order to prove, ie, speed,fuel consumption, compass adjusting, etc.
The sea trials will take place off the coast of Zanadoo in thevicinity of the measured mile course at Brigadoon. They arescheduled to last for three days.
C3.8 Q u a l i t v
The quality of the finished steel products is to be in accordancewith the shipyard’s Steelwork Standards, Document No QAO027, issuedJuly 1983.
The quality of the other products is to be in accordance with therelevant QA department procedures and/or applicable industrystandards which apply, whichever is higher.
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C4: DESIGN AND ENGINEERING
C4.1 Strategy and Scope
C4.1.1 General
The design and engineering drawings are being undertaken by anoutside agency, Messrs D R Aftsman Inc, but they are to supply staffto work in-house, underEngineering Department.
the control of the- company Design and
and drawinas required for appoval purposesAll design calculationsand by production departments will be produced by the teams set upfor the purposes.
When production drawings are being developed, multi-discipline(cross functional) teams will be set up in order to ensure that thedrawings:
follow shipbuilding policy;follow ship definition strategy;satisfy special requirements of all users.
C4.1.2 Changes to Ship Definition Strategy
There are no changes to the Ship Definition Strategy to suit thisship and those developed for Ship Numbers 1001, 1002 and 1003 willapply.
C4.1.3 Modelling and Composites
A 1:20 scale model of the machinery space is to be constructed ofclear perspex sheets for the structure, solid plastic pieces formachinery and equipment, coloured plastic tubes for pipework,coloured plastic rectangular section pieces for duct work andcoloured plastic strips for wire ways.
The model will. clearly show block seams and butts, equipment units,pipe banks,.etc.
Final runs for pipework, duct work and wire ways will be determinedfrom the model.
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Clear of the machinerystructure, equipment and
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space, composite digital models showing allsystems will be prepared for:
Second Deck Ro-Ro Space.
Upper Deck Ro-Ro Space.
. Each of the Accommodation
Navigating Bridge Deck.
Decks.
The composites willdiagrammatic.
C4.2 Key Drawings
Key drawings have been
be prepared directly from the approved
produced andall of the- services in the shipways). The key drawing shows alleach of the compartments of theDrawing for a part of the machinery
show the main transit routes for(piping, vent trunking and wireof the functional spaces withinship. Figure C4.1 shows the Keyspace.
The actual size of the transit routes will beevery effort must be made to ensure that thewithin the routes shown on the key drawings.
Key drawings.have sufficient space in them
determined later butservices are located
for adding notes andtables when they are used for routing the services.
C4.3 Production Information Requirements
C4.3.1 CAM Information
Computer Aided Manufacture is used in the following areas in theshipyard:
Steel storage and retrieval.Burning machines.Frame bending machines.Stores location and retrieval.
Information must be provided to the steel stockyard on thequantities of steel plates and profiles, their sizes and weightstwhen they will arrive and when they will be withdrawn, so thatforward planning for logical storage can be prepared.
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The preparation workshop must be informed of the numbers and sizesof the steel material to be worked upon in a given period in theshop and be supplied with magnetic tapes with the N/C instructionsfor performing the work on the material.
The information required for storesother ships.
C4.3.2 Manufacturing Information
location and retrieval is as for
The format of manufacturing information must reflect the manner inwith the work is to be performed at the appropriate workstation orzone, and the tools or equipment to be used. This is as described inthe company Ship Definition Strategy.
C4.3.3 Parts Listings
The parts numering system is defined in the company document “PartsNumbering for Merchant Ships, Rev A“, produced by the planningDepartment in October 1993. This system will apply to this contract.
A Parts List, in accordance with the numbering system, is to beproduced by the Design and Engineering Department.
C4.3.4 Installation Drawings
Installation drawings are to reflect the manner in which theinstallation is performed and the tools and equipment to be used.The information they should contain and the format of thisinformation is as described in the company Ship Definition Strategy.
C4.3.5 Installation Procedures
Installation procedures are to be determined from manufacturers’instructions and company procedures. They are to be clearly writtenup and forwarded to the relevant installation department, ProductionControl and QA, for action.
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C4.4 Design and Engineering Schedule
C4.4 .1 Schedule
Figure C4.2 shows the key events for all ships in the current orderbook. From the Figure it can be seen that the key events for Ship 1of the Container/Ro-Ro Carriers for which this Build Strategy hasbeen developed, are:
Sign contract (C) : 21 Oct 1994Cut first steel (S) : 03 Jul 1995Erect first block on the berth (K) : 20 Oct 1995Launch (L) : 10 May 1996Deliver (D) : 11 Sep 1996
These dates determine when bought-in materials and equipment have tobe available in the yard. The delivery dates from ordering of thematerials and equipment determines the date when the equipmentshould be ordered ‘and this, in turn, specifies when the technicalinformation should be available to enable orders to,be placed.
Table C4.1 shows the schedule for’ when the requisitions forordering of the major items of materials and equipment are required
thered
from the Technical ‘Departments. It was derived using Table B5.1 -Production Times of Critical/Long Lead Time Items, and Figure B6.1 -Equipment Installation Dates and Required Delivery. To enablerequisitions to be produced the relevant shipyard technicalinformation in the form of drawings and specifications must beavailable.
C4.4.2 Resourcing and Utilization
The total design and engineering manhours required fur this ship is165,000. As the contract personnel work 40 hours per week, thisrepresents 4,125 man weeks of effort.
Table C4.2 shows the allotted timescales, % of total effort andmanhours required to produce the technical information for thevarious phases. There is significant overlap between all phases, andthe total elapsed time for producing the design and engineeringinformation is .70 weeks.
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Table C4.1
REQUISITION SCHEDULE FOR MAJOR ITEMS
Item
SteelHatch CoversMain EngineQuarter RampPortable DecksShafting and PropellerAuxiliary MachineryBow ThrusterElectrical GeneratorsSteering GearER PumpsAir Compressors and ReceiversC02 SystemMachinery Controls and InstrumentationLighting and Electric CablesSwitchboardSewage PlantAir Conditioning and FansRefrigeration MachineryDeck Machinery (Mooring and Anchor Handling)Cargo CranesLifeboats and DavitsNavigation EquipmentCommunications Equipment
C4.4.3 Vendor Furnished Information (VFI) Schedule
The vendors shown in Table C4.4 below are required to provideinformation regarding their product by the date shown alongsidetheir name. The relevant product is also shown in the table.
Table C4.4
VENDORS, PRODUCTS AND LATEST DATES FOR RECEIVING VFI
Latest DateVendor Product for VFI
Week/Year
H Lids Inc Hatch Covers 28/95S Lope Inc Quarter Ramp 26/95H Oist Portable Decks 28/95D Iesel Inc Main Engine 16/95S Haft Inc Shafting 18/95P Repel Inc Propeller 18/95S Ways Inc Bow Thruster 30/95E Gene Inc Electrical Generators 18/95S Teer Inc Steering Gear 32/95P Ump Inc ER Pumps 34/95A Comp Inc Air Compressor & Receivers 36/95C Arbon Inc C02 System 30/95C&I Inc Controls & Instrumentation 18/95S B Oard Inc Switchboard 16/95 H Y D Raulic Inc Hydraulic Power Packs 26/95S Mell Inc Sewage Plant 24/95F Ayre Inc A/C and Fans 26/95V Cool Inc Refrig Machinery 24/95W Inch Inc Deck Machinery 50/95H Lift Inc Cargo Cranes 48/95L Save Inc Lifeboats and DavitsD I Rection Inc Navigation Equipment 55/95T Balk Inc Communications Equipment 55/95
To ensure that the VFI is received on schedule the vendors mustreceive the purchase order for their product in the timescale theyoffer in their bid. At least two weeks before the latest date-forreceiving the information (if it has not been received) the vendormust be contacted to expedite.
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C4.5 Datums and Molded Definition
The system of datums used is as shown in Figure C4.3. Briefly theorigin for the datums is:
After perpendicular.On the base line.On the centreline.
With +ve going forward from the after perpendicular, moving tostarboard from the centreline and upwards from the base line.
The boundaries of planning units, ie, blocks, zones and outfitunits, are defined in terms of the primary datums while details ofpiece parts and interim products are related to the secondarydatums.
The molded definition isof adjacent and continuousin Figure C4.4.
C4.6 Design Standards
important to ensure the correct alignmentstructure. The molded definition is shown
As new ship designs are adopted and orders for them are placed, itwill be necessary to develop the designs for production. This willrequire not only ensuring that the design of the ship conforms tothe capability of the production equipment, but it will also benecessary to develop the expertise to design so that, for example,steel and outfit standard assemblies and parts are considered fromthe concept design stage.
C4.7 Functional Space Allocation
Functional spaces have been allocated within each of thecompartments in the ship. Figure C4.5 shows the arrangement of thecompartments of the ship and Figure C4.6 shows the functional spacesdetermined for the lower flat in the engine room.
The functional spaces have been determined by locating groups ofrelated equipment together so that the lengths and runs ofinterconnecting services are kept to a minimum and made simpler.Collecting related equipment together allows for the development ofequipment units.
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C4.8 Detail Design Guidelines
C4.8 .1 Stee lwork
Steelwork standards, such as manholes, cut-outs, brackets, hangers,etc, have been developed over a number of years. It is theresponsibility of detail design to ensure that these standards arecontinuously and rigorously applied to all detail design work.
B4.8.2 Machinery
Installation To be in accordance with standards laid down in thecompany’s Shipbuilding policy.
B4.8.3 Pipe Work
Pipework standards such as material types, bore sizes, pipeconfiguration (ie, straight pipes, pipes with one bend of 450 or900, pipes with no bends, either 450 or 900) have been developed.Detail design will be responsible for ensuring that these designstandards are continuously and rigorously applied to all detaildesign work.
B 4 . 8 . 4 E l e c t r i c a l
Standards for cable trays,developed and detail designthese design standards areall detail design work.
cable ladders and hangers have beenwill be responsible for ensuring thatcontinuously and rigorously applied to
B4.8.5 Joiner Work
Standard furniture and fittings for the accommodation area have beendeveloped and detail design will be responsible for ensuring thatthese design standards are continuously and rigorously applied toall detail-design work.
B4.8.6 Paint Work
To be in accordance with standards laidShipbuilding policy and paint specification.
down in the company’s
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C5 : PROCUREMENT
C5.I Master Material List
During the design material will be quantified andspecifications prepared and a master material list must be developedsimilar to the master equipment list.
C5.2 Master Equiument List
During the design process equipment will be defined andspecifications prepared, and a master equipment list must bedeveloped. Reference Table C5.1.
C5.3 Material Procurement Strategy
For this contract the company has adopted a policy of using thesuppliers of large quantities of materials (steel, piping, pipefittings, electric cables, joiners panels, etc) as a supplementarystore. It has been agreed with such suppliers that the company willorder the total quantity of materials necessary for the contractwith them and they will guarantee that it will be available to bedrawn down upon as required.
This policy will reduce the inventory whichyard and help the cash flow, as the Productsfor until they are drawn upon.
The onus is upon the companyensure the materials are inschedule will be prepared bythe Procurement Department.
usually held in thenot have to be paid
to request draw downs in good time tothe yard when required. A draw downthe Planning Department and issued to
C5.4 Critical/Long Lead Time Items
Table C5.2 shows the list of items whichlead time items, or both.
are either critical or long
The times are quoted by the suppliers and are their shortestperiods, ex-works, from the placing of a firm order.
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C5.5 Procurement Schedule
The procurement schedule for the critical and/or long lead timeitems is shown in Figure C5.1 below. The schedule was derived byadding delivery times to the shortest ex-works times shown in TableC5.2. Total delivery times thus obtained were then deducted from therequired installation times shown in Table B6.l”in order to produce
the procurement schedule.
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Table C5.2
PRODUCTION TIMES OF CRITICAL/LONG LEAD TIME ITEMS
Materials or Equiument
Stee1Hatch CoversMain EngineQuarter RampPortable DecksShafting and PropellerAuxiliary ”MachineryBow ThrusterElectrical GeneratorsSteering GearER PumpsAir Compressors and ReceiversC02 SystemMachinery Controls and InstrumentationLighting and Electric CablesSwitchboardSewage PlantAir Conditioning and FansRefrigeration MachineryDeck Machinery (Mooring and Anchor Handling)Cargo CranesLifeboats and DavitsNavigation EquipmentCommunications Equipment
ShortestTimes
(weeks)
1212
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C6 : PLANNING
C6.1 Stratea ic P lanning
C6.1.1 Key Event Program
A key event program has been prepared and is shown in Figure C6.1.It shows the most important events of the build program, which mustbe attained in order to achieve the contract delivery dates.
It should be noted that certain procurement dates have beenincluded. This is because they are items which are long lead timeand/or are items which it is necessary to have in place to allowsubsequent work to be undertaken.
C6.I.2 Resourcing and Utilization
The manpower resources and their utilization required during theperiod of building this ship are shown in Figure C6.2 below.
Figure C6.2 clearly shows the fall-off in requirement for employeesduring of 1996. It should not be taken that this will happen as thecompany is making every effort to secure orders which will reversethe-trend shown with the current order book.
Apart from theis not intended
The total steelbe 33,190 tonneis 20,000 m2. This represents a utilization of 1.66 tonne/m2/yearwhich can be accomplished in a single shift. The utilization of theassembly shop is therefore 1.66 tonne/m2/shift/year.
production of design and engineering information itto use any subcontractors on this contract.
throughput in 1995 for the present order book willnett steel. Nett working area of the assembly shop
Maximum number of steelworkers required during the build period ofthis ship is 1,210. 510 of these will be in the assembly shop atthis stage in the contract. This gives a labour loading density inthe assembly shop of 39.2 m2/person. This is a heavy density, but asit represents the peak it is acceptable.
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The first shipin a period of
will be29 weeks.
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erected on berth 1 in 115 blocks and panelsDuring this period 104other blocks will be
lifted on to berth 2 for the third Product Tanker and the secondContainer/Ro-Ro. Therefore average weekly number of blocks to berthis 7.6. In addition there will be large items of machinery andoutfit units being installed during this period.
C6.1.3 Changes to Shipbuilding Policy
The company has made a major change in the ships it is intending tobuild. The emphasis in the future will be to build merchant ships ofup to 50,000 tonne deadweight. Types of merchant ships which will bebest suited to the facilities will be product tankers, bulk carriersand container ships, with general cargo ships and ro-ro ships as thenext best options.
A new Shipbuilding Policy has been developed to cover the abovesituation, and new facilities installed to enable ships in thetargeted product mix to be built efficiently.
The Container/Ro-Ro ships therefore do not require any changes to bemade to the new Shipbuilding Policy.
C6.2 Work Breakdown
C6.2.1 Work Breakdown
Tables C6.1 and C6.2the ship.
Table C6.1 shows the
Structure
list the
number ofand their average sizes, divided
Skin Plates. These areboundaries, or plates
work breakdown for the structure of
structural piece parts for the shipup as follows:
plates for the shell, compartmentfor which other parts, such as
brackets, are nested from.
They are distinguished by the fact that the final product ofthese plates do not have any notches,cut-outs in them.
Skin plates are subdivided into flat,plates.
manholes: or other
formed and nesting
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Flat Plates with Contours. These are non-watertight floors,girders or webs, and have notches and/or manholes, or othercut-outs in them.
Profiles. These are the standard shipbuilding!
profiles(offset bulb flats, angles, tee bars, etc) and aresubdivided into straight and formed.
Flat Bars. These are face flats, and minor stiffeners tofloors, girders or webs.
Table C6.2 shows the number of panels and blockstheir average sizes, divided up as follows:
Flat Panels. These are further subdividedonly have stiffeners attached and thosestiffeners and subassemblies attached.
for the ship and
into those whichwhich have both
Formed Panels. These are both curved shell panels and thecorrugated panels of the transverse cargo tank bulkheads.Again, they are divided into those which have onlystiffeners attached and those which have both stiffeners andsubassemblies attached.
Sandwich Blocks. These are blocks formed from at least oneflat panel with only stiffeners attached plus either a flator formed panel with stiffeners and subassemblies attached.
3D Blocks. These are blocks which have significant dimensions in all three planes, longitudinal, transverse andvertical. In the ship they all occur clear of the cargo tankregion.
Also shown in Table C6.2 are the number of panels and blocks whichare actually erected on the building berth with their average size.
Finally, the maximum sizes of the panels and blocks are shown.
The maximum dimensions and weights of parts and interim products areshown in Table C6.3.
C6.2.2 Coding
The coding to be used for this ship is shown in the Coding Manual,Document No FLO036, Rev D, July 1976.
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Table C6.3
MAXIMUM DIMENSIONS AND WEIGHTS OF PARTS AND IHTERIM PRODUCTS
Table C6.4 lists the hull panelsand which are erected on theFigure C6.3.
and blocks which are planning unitsbuilding berth. They are shown in
C6.3 .2 Zones
Table C6.5 lists the onboard zones for outfitting purposes. FigureC6.4 shows the locations of the zones.
The onboard zones will be used as a basis for the management andcontrol of all onboard outfit installation work.
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Table C6.5
ONBOARD ZONES
Location
“SternMachinery SpaceCargo Hold RegionBowSuperstructureUpper DeckAccommodation
Total Onboard Zones
Number I d e n t i t y
34
C6.3.3 Equipment Units
Assembly of the engine room equipment units (including banks ofpipes) will take place in the Equipment Unit Assembly Shop. Assemblyof outfit units is scheduled so as to allow as much of the machineryspace outfitting as possible to take place in parallel with themachinery space steelwork.
Table C6.6 showsproduced for this
C6.3.4 Systems
a list of the equipment units which will be-
ship.
None of the systems on this ship are considered to be planning unitsas they are all distributed over more than one planning unit. Thework performed on systems is that taken into account in the relevantplanning units over which the system is distributed.
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Table C6.6
LIST OF EOUIPMENT UNITS
Equiument Unit I d e n t i t y Location
Lub Oil Pumps/Strainers EU1 ER Floor Plate (p)Fuel Oil Pumps EU2 (P)Sea Water Pumps EU2 II (s)Fuel Oil Boosters/Heaters EU3 1; (P)Fire Bilge & Ballast EU4 11 (P)Auxiliary Boiler Pumps EU5 II (s)HFO Feed Pump EU6 II (s)Sludge/Diesel Transfer EU7 11 (P)FW Circulating Pumps EU8 II (P)Bilge/Ballast/Heeling EU9 II (s)Oily Bilge Pump/Separator EU1O 88 (P)Evaporator Pumps EU1l II (s)Bilge & Bilge Well Pumps EU12 11 (P)FO Purifiers & Heaters EU13 (c)LO Purifiers & Heaters EU14 6.0 m Flat (P)Jacket Water Pumps/Heater/Cooler EU16 “ (s)Desalination Plant EU17 %1 (s)FW/LO Coolers EU18 II (s)Generator Booster Pumps/Heaters EU19 1$ (P)Sewage Pump/Tank EU20 II (s)Electric Generators EU21 II (c)Switchboard EU22 10.0 m Flat (P)Control Console EU23 11 (P)A/C Plants EU24 II (P)Refrig Plants EU25 11 (P)Auxiliary Boiler EU26 11 (s)Boiler Pumps/Heaters EU27 11 (s)Air Compressors/Receivers EU28 11
( P )Main Engine Air Receivers EU29 II (P)Silencers EU30 CasingSupply Vents EU31 :1Exhaust Gas Boiler EU32 11-
Vent Fans EU33 II
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C6.4 Master Schedules
C6.4.1 Hull Blocks
C 6 1 4
Figure C6.5 shows the hull block erection sequence and schedule. Theschedule has been used to determine when material-and equipment will
be installed, when it should be delivered to the yard, when itshould be ordered, and when the engineering information should beavailable.
C6.4.2 Zones
Table C6.7 shows when the onboard zones are available for open skyoutfitting-and when they become closed off for final outfitting.These dates are also dictated by the hull erection schedule.
C6.4.3 Equipment Units
Table C6.8 shows the installation schedule for the equipment unitslisted in Table C6.6. It also shows whether the unit is installedon-block or onboard.
C6.4.4 Systems
As stated in C6.3.4 the systems on this ship are being installedon-block and/or within zones. However the completed systems willrequire to be tested. See later, Chapter 8 for Tests and Trials.
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C6.5
C6.5.1
F i gures
Hull Production Strategy
Preliminary Process Analysis
C6.6. C6.7 and C6.8 show the P r e l i m i n a r y P r o c e s s a n a l y s e s o fa Flat uanell a sandwich block and a 3D block. The method of
bu i ld ing-up the p a n e l s and b l o c k s f r o m t h e p i e c e p a r t s a n d i n t e r i mproducts is clearly shown.
Figures C6.9, C6.1O and C6.11 show when and how the outfit items areto be integrated with the structure of the panels and blocks s h o w nin Figures C6.6, C6.7 and C6.8.
C6.5.2 Non-Standard Interim Products
All interim products used to construct this ship are standard oneswhich are defined in the company Shipbuilding Policy.
C6.5.3 Build Location and Launch Condition
The first ship is to be constructed on berth number 1, beginningafter the launch of the second of the product tankers currentlybeing built. The second ship will be constructed on berth number 2,after the launch of the third product tanker.
When the ship is launched all major steelwork will be complete, themain engine and all machinery space equipment units will be inplace, all other equipment units will be installed, theaccommodation deckhouse will be in situ, all hotwork and paintworkin the cargo holds and water ballast tanks will be complete.Elsewhere the paintwork will be complete apart from erection jointsand where hotwork will occur.
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C6.6 Machinery Space Outfit Strategy
As much equipment and pipework a s i s p r a c t i c a l l y p o s s i b l e w i l l b ea s s e m b l e d i n t o e q u i p m e n t u n i t s i n c l u s i v e o f s t e e l s u p p o r t s t r u c t u r e ,p i p e w o r k , m i n o r e l e c t r i c a l e q u i p m e n t a n d v e n t i l a t i o n t r u n k i n g , p i p eu n i t a s s e m b l i e s i n c l u s i v e o f s u p p o r t s t r u c t u r e , a n d p i p e a s s e m b l i e s .
All equipment and pipeonboard ship.
To ensure that space isengine wil l be the last
C6.6.1 Equipment
Out f i t un i ts havewill be assembled
Uni ts
been
u n i t s w i l l b e p a i n t e d
a v a i l a b l e f o r i n s t a l l i n gpiece of major equipment
iden t i f ied and a re shown
b e f o r e i n s t a l l a t i o n
the units, the mainto be insta l led .
in Table C6.6. Theyin a shop workstation instead of onboard ship. The
assembly work package will-incorporate the steel, support foundationsand support bases, equipment, small tanks, pipes, fittings, electriccable, painting and testing before installation "on block” or “onboard”. Atypical assembly process is shown in Figure C6.12.
C6.6 .2 On Block Out f i t t ing
On block outfitting will be divided into two stages. The first stageof block outfitting will consist of completing all minor steel “hotwork” such as manholes, penetrations, equipment foundations,ladders, pipe and electrical systems, hangers and equipment unitsappropriate to each block. A typical on block outfitting process isshown in Figure C6.13.
The second stage will include the fitting of “cold work” such aspipework, cable ladders, cable trays, HVAC systems and steel doorsas may be appropriate.
C6.6 .3 On Board Out f i t t ing
On board outfitting involves installing equipment units, individualpieces of equipment and individual manufactured parts such as HVAC trunking, cable trays and insulation lagging. The instal”of on board outfitting will be work packaged and scheduleaccordance with the zone “close out” schedule. A typical onoutfit process is shown in Figure C6.14.
pipes,ation inboard
C 6 3 2
C6.9 Painting Strateqy
C6.9.1 Outline Paint Specification
All steel is to enter the preparation workshop via the treatmentline where it is to be shotblasted to S1S Sa2.5 standard and coated.with a zinc silicate shop primer.
The areas of the ship listed below are to have the paint systemsshown applied:
Underwater, exterior shell : High solid tar free epoxysystem with a long life anti-fouling system - 9,270 m2.
C6.9.2
Topside, exterior shell, :exterior decks
Deckhouses and deck :fittings
Cargo holds ..
Water ballast tanks ..
Fresh water tanks ..
Steelwork behind linings, :void spaces and cofferdams
Pre-Painting
All structure to be sweep blasted topaint system applied.
C6.9.3 Primer Repair Strategy
primer is damaged
High solid epoxy system. Totalthree coats - 7,560 m2.
Chlorinated rubber system.Total three coats - 13,440 m2.
Epoxy system, total two coats -40,100 m2.
Coal tar epoxy coating system.Total two coats - 20,200 m2.
High build pure epoxy system.total two coats - 1,600 m2 .
High build bitumastic system.Total two coats - 8,100 m2.
SPSS-SS before having the finalI
in a workshop, the damaged areaWhere the shopshould be disc-ground and wire- brushed,stripe coat as soon as possible. On allperformed before passing the work on to the
then touched up with aoccasions this should besubsequent workstation.
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C6.9.4 Panel/Block Painting Strategy
All panels which go directly to the building berth, will be paintedin the paint chambers to 3001mm of the edges which will be welded onthe building berth.
The flat panels which have stiffeners and subassemblies added andform part of a sandwich block will be painted in the block assemblyshop to 300mm of the edges which will be subsequently welded.
Complete sandwich blocks will have the remainder of their paintworkundertaken in a paint chamber to 300mm of the berth joints.
3D blocks will be painted in the paint chambers to 300mm of theedges-which will be welded at the
C6.9.5 Zone Painting Strategy
Zone painting will be completedoutfit installation work has been
building berths.
after all structural joining andfinished, both within the zone and
on the other side of zone boundaries.
Bought-in items of equipment will arrive finish painted, with aprotective cover over the paintwork. When placed on frameworks, tocreate outfit units, the framework will be finish painted to 300mmfrom the interface with the ship’s structure.
The exterior shell and decks will receive their final coating in thedry dock, just prior to sea trials.
C6.9.6 Special Considerations
There are no special considerations for this vessel.
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C6.1O
C6.1O.1
Subcontract Requirements
Bought-in Items
The following is a list of “supply and fit” subcontract items:.
Mechanical ventilation and air conditioning.
Deck coverings.
Acoustic, fire protection and thermal insulation.
The supplier not only provides the material for the above items butalso the labour which is under his control. However the timing andmanner of performing the work is under the control of the shipyardand the supplier will comply with the established schedules.
C6.1O.2 Use of On-Site Subcontractors
The only other on-site subcontractors, apart form those associatedwith supply and fit items, will be those producing the design andengineering information. Their numbers and associated timescales arediscussed in Chapter C4, paragraph C4.6.2 earlier.
C6.1O.3 Industrial Relations Considerations
As the use of supply and fit subcontracts and subcontractors toproduce design and engineering information is normal practice forthe company, all existing agreements on their use will apply to thiscontract.
C6.11 Productivity Targets
The direct steelworker productivity for this ship has been set at 80manhours/tonne nett steel. This is world average productivity for aship of this type and size.
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Another measure of productivity used for comparative purposes by theinternational comnunity is manhours/compensated gross ton (CGT).This vessel has a gross tonnage of 26,900 and an associatedcompensated gross tonnage factor of 0.795, giving a compensatedgross tonnage of 26,900 x 0.795 = 21,385. The total employeemanhours required to produce this ship is 1,428,000, therefore themanhours/ CGT = 66.8. This is about two-thirds of the world averagebut the good European yards are only using about 45 and the Japaneseabout 29 manhours/CGT.
The manhours per CGT is the same as for the recently completedproduct tanker but the target is to reduce these to at least thelevel of the good European yards
C6.12
C6.12.1
Temporary Services
Staging
To enable fairing and welding of unit joints and subsequentfinishing off operations to take place it will be necessary toprovide access ways to these areas.
Traditional shipbuilding techniques made it necessary to surroundthe ship completely with staging. The modern approach to shipconstruction has the potential to substantially reduce the amount ofstaging equipment required.
Consequently we will use a combination of modular staging systems,permanent built in systems, and hydraulic articulated booms (cherrypickers).
The modular systems are capable of rapid assembly and dismantlingand will be used where access is limited. Permanent built in stagingwill apply to cargo holds of tankers where specified longitudinalstiffeners will be extended to form permanent galleries to be usedfor staging and access.
Cherry pickers will be used for fairing and welding of hull unitjoints.
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C6.12.2 Access and Escape Plan
In the event of an emergency where rapid access to confined spacesby rescue services or fast evacuation is necessary.
An access and escape plan will be prepared, -framed and sited at all .major access points to the ship.
The engineering office will consider how the ship will beconstructed and provide adequate access and work levels for men andequipment during the construction and subsequent maintenance of theship.
C6.12~3 Power and Lighting
Services required for construction activities include:
Traditional practice was to connect each item of plant or tool tothe nearest outlet manifold at the quay or dockside, which led to amass of cables and pipes looped and criss-crossed to the variouswork areas.
Portable service outlet units will be used, which consist of aframework on to which the various pipes are attached. These unitsare quickly connected and positioned on board the ship and operatorsconnect their equipment to the nearest outlet.
Electrical power will be initially fed from shore supply and cablesare run from the main switchboard to sub-switchboards anddistribution boards to which the equipment is connected. The sub-switchboards and distribution boards will be located throughout theship, serving all areas as appropriate.
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C7: ACCURACY CONTROL
In order to be competitive in the commnercial shipbuilding world,rework must be minimized. Accuracy Control (A/C) has been proven tobe an effective way to reduce rework.
A/C is “the regulation of accuracy as a means for continuouslyimproving design details and work methods so as to maximizeproductivity”.
A/C has both a short and a long term benefit. The short term benefitis that it will minimize delays and rework during erection ofsructure and installation of equipment by monitoring and controllingthe fabricaiton of interim products. The long term benefit is theimplementation of a management system that develops a database ofquantitative information that can be used to continuously improveproductivity.
Although the shipyard has been utilizing A/C for naval ships overthe past 10 years, the differences between naval and commercialships is such that most of the data is not transferable. It will benecessary to develop from scratch the quantitative information fromthe commercial ships as they are being constructed.
However, the shipyard has the experience and knows how to plan?execute and evaluate A/C. The shipyard will implement its proven A/Cprocedure by modifying it to suit the requirements of the commercial`shipbuilding.
C7.1 System Critical Dimensions and Tolerances
For steelwork the key system dimensions are the-finished overalldimensions of assemblies and blocks as well as alignment of internaljoinint structural members.
For outfit the key dimensions all relate to installation interfaces.
These must be defined with suitable tolerances that would ensure therequired performance of the vessel in terms of:
These will be controlledchart techniques andshipyard’s A/C Procedure
and monitored by use of appropriate controlcapability studies as described in thefor Commercial Ships, issued December 19
C7.2 Interim Product Critical Dimensions and Tolerances
They can be divided into two categories:
Principal dimensions and tolerances.Local dimensions and tolerances.
A principal dimension/tolerance for an interim product is one whichwill directly affect the ability to meet system critical dimensions/tolerances. For example, that may be the overall dimensions of asteelwork unit. If these are not achieved to a desired tolerancethen there will be a failure in any attempt to assemble the systemfrom the component interim products.
A local dimension/tolerance for an interim product is one which willaffect the ability of a workstation to assemble that particularinterim product from its component piece parts or assemblies. Forexample, that may be the positioning of a stiffener so that itsfit-up with a slot is achieved to the required tolerance.
These can be controlled and monitored by use of appropriate controlchart techniques and capability studies.
C7.3 Sampling Procedures
A list of interim products to be sampled will be prepared inaccordance with the shipyard’s A/C Procedure for commercial ships.
C7.4 Special Procedures
C7.4.1 One-Off Manufacture
In the case of genuine one-off products or components requiringmanufacture and/or assembly, specific monitoring and controlprocedures will be put in place to ensure that these meet specifiedtargets.
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C7.4.2 Poor Performance
In addition, if in the evaluation of system and interim productrequired accuracy it becomes evident that specific processes areunable to meet specified requirements first time then specialanalysis will be undertaken to determine cause and eliminate therework that arises.
C7.5 Jiqs and Fixtures
A list of jigs and fixtures that are required for the assemblyprocess will be prepared and appropriate resources defined for theirdesign, manufacture and installation.
The levels of accuracy for the jigs and fixtures must becommnensurate to those required for systems and interim products.
Where possible jigs and fixtures will minimize welded attachments.
C7.6 Hot Work Shrinkage
C7.6.1 Use of Extra Stock
Because of the limitations in shell developmentof shaped Plates extra stock will be required
methods and formingon certain blockks.
Also the commercial ships, with their heavier scantlings, will havedifference shrinkage and distortion that the naval ships.
The initial aim is to control and manage the use of extra stockmaterial and gradually eliminate it as more and more data ondistortion and shrinkage for commercial ships is collected andanalysed.
C7`.6.1 Shrinkage Allowances
For all dimensions, shrinkage allowances will be made on the basisof:
shrinkage at subassembly;shrinkage at assembly;shrinkage at erection.
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A shrinkage excess will be derived and allocated to the structure insuch a manner as to ensure that both principal and localdimensions/tolerances are met.
This allowance will be based on aperformance at each work stage and for
database with regardeach welding process.
to past
Shrinkage allocation should be consistent either by lump sumallocation or evenly distributed to retain correct stiffenerspacing.
C7.7 Distortion Control
Specific procedures should be developed for control of distortion.These should cover two distinct aspects:
a) Pre-set that anticipates distortion from welding.
b) Distortion removal that removes distortion which resultsfrom the normal production process.
Taking each of the above in turn:
a) Pre-set:
Suitable data will be collected and analyzedpre-sets so that this information can be includedinformation provided to the workstation.
b) Distortion Removal:
to derivein drawing
Specific workstations will be identified and suitablyequipped to remove distortion by appropriate processes suchas heat line bending.
This is a time consuming activitymanaged with an emphasis on designpre-set or improved processes to mdistortion removal.
and its use will beimprovement and use ofnimize the need for
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C8: TESTS AND TRIALS
C8.1 Test Planning
C8.1.1 Strategy
Before any tests are undertaken the components will besystematically prepared so that those called to witness the testsactually only see the tests performed and not any preparation whichis necessary for it to take place. Preparation will include:
cleaning the item and the adjacent area;
connecting all of the necessary services and checking thatthe required quantities are available;
checking that all recording devices are available, workingcorrectly and are within their calibration date;
ambient temperature is acceptable;
lighting is adequate;
ventilation is adequate.
The strategy for preparing items for test is shown below.
C8.1.2 Schedule (High Level)
Figure C8.1 shows the high level test schedule. It has a totalduration of . . . . working days and it is imperative that all tests besuccessfully completed within this time duration.
C8.2 Pre-Conpletion Testing
Before items are complete and installed intesting can be performed. The variousdiscussed below.
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a ship a large amount ofpre-completion tests are
C 8 0 2
C8.2.1 Pre-Survey and Dry Survey
As much of the structural survey work as possible is to be performedin the workshops.
Before a regulatory, owner’s or classification surveyor is called tosurvey any structure it will be examined by a steel shop supervisorand any faults found, rectified.
The use of dimensional control and self-checking of all work at eachstage in the process should mean that any faults discovered prior tocalling in a surveyor will be minimal and minor. The aim is tohave no faults found by a surveyor, not because they are welldisguised, but because they do not exist.
C8.2.2 Pipe Pre-Testing
Where banks of pipes involve the joining of pipe parts and/or pipesto fittings they will be pressure tested in the pipe shop, either bywater or air, prior to being installed on the unit, block or on theship. Any faults discovered will be rectified before the itemleaves the shop.
C8.2.3 Equipment Unit Pre-Testing
While still in the workshop all equipment units will have theirfluid and electrical services connected and be supplied with therequired quantity of the relevant mediums in order that they operatecorrectly and that the services are intact.
Whenever possible the test procedures developed by the equipmentsuppliers will be used. These procedures will be reviewed by theTest and Trials department as they are received. If they areacceptable they will be forwarded to the owner’s representative forcomment. When the procedure has been agreed by both the shipyardand the owner’s representative it will be signed off as the mastercopy and kept in the Test and Trials file.
Prior to the conduct of a test the shipyard will notify the owner’srepresentative and any other interested parties such asclassification and statutory body surveyors so that they can bepresent.
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C8.3 Tank Test Schedule
Figure C8.2 shows the schedule for tank/compartment testing. Thisschedule defines when all work within the tanks and hot work on thetank boundaries will be complete. It also indicates which tanks canbe tested prior to the unit or block going to the berth.
C8.4 Equipment Unit Test Schedule
Figure C8.3 shows the schedule for the testing of equipment units.The schedule defines when each equipment unit will be completelyassembled and identifies all tests required and their durations.
C8.5 Pipe Unit Test Schedule
Figure C8.4 shows the scheduleschedule defines when each pipeand identifies all tests required
C8.6 Zone Close-Out Strategv
for the testing of pipe units. Theunit will be completely assembledand the durations.
Figure C8.5 shows the zone close out strategy. This defines when allwork within the zones, including tests and trials of equipment, willbe completed and the zone closed up.
C8.7 Principal Trials Items
A list of the principal items which require trials and the schedulefor the trials is shown in Figure C8.6.
C8.7.1 Dock Trials
After the individual equipment units have been installed andconnected up to the relevant systems on board the ship then completesystems will be available for trials. Initially these will beundertaken while the ship is alongside and in accordance with apredetermined schedule. This schedule is shown in Figure C8.7.
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C8.7.2 Sea Trials
Ultimately the shipin accordance withdepartments.
will undergo sea trials which will be undertakena program drawn up by the technical and planning
If the test progression:
preparation for tests;pipe pre-testing;equipment unit pre-testing;dock trials;
has been followed then sea trials should mainly be a series ofproving events. The exceptions to this are speed and maneuveringtrials.-
The program dates for both the Builder’s and Acceptance Sea Trialsand their completion date is shown in Figure C8.8.
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Figure C8.1 HIGH LEVEL SCHEDULE DRAWING No.:-GBSA 00/45 ORIGCOMPRESSED AIR SYSTEM ONBOARD TEST SCHEDULE ORIGINAL DRAWN 18-JAN-D4/KM
Figure C8.2 ONBOARD STRUCTURAL TANK TEST SCHEDULE
TANK INSTAUATION CHECK CORRECT TANK TESTNUMBER WORK PACKAGE
COMPLETE NSTALLATlON DEFICIENCIES WATER AIR VACCUM
1 WEEK 10 WEEK 11 WEEK 11/12 N/A WEEK 13 N/A
2 WEEK 12 WEEK 13 WEEK 13/14 N/A WEEK 15 N/A
3 WEEK 14 WEEK 15 WEEK 15/16 N/A WEEK 17 N/A
TANK TEST ‘
4 ON BLOCK16 BEFOREERECTION
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Figure C8.6
Main engine.Auxiliary machinery.Deck machinery.Cargo cranes.Hatch covers.Container location & security.Contols and instrumentation.Standby and emergency systems.Electrical power and lighting systems.Chain stoppers.Steering gear.Quarter ramp.Portable car decks.Lifeboats and davits.Pumps and all fluid systems.Air and sounding pipes.Heating, ventilation and a/c systems.Domestic refrigeration plant.Communications systems.Radar and navigation systems.
I Figure C8.7 PRINCIPAL DOCK TRIALS SCHEDULE
ZKS IACTIVITY1 4 5 6 7 8 9 10 11 12 13
ALARM AND MONITORING SYSTEMS 1 A
MAIN SWITCHBOARD
EMERGENCY SWITCHBOARD 1
TRANSFORMER
LUB OIL SYSTEM
COMPRESSED AIR SYSTEM
FUEL OIL SYSTEM
COOLING SEA WATER SYSTEM
COOLING FRESH WATER SYSTEM
MAIN ENGINE
INCLINING EXPERIMENT
STEERING GEAR
CHAIN STOPPERS -
LIFEBOATS & DAVITS D
H.V./A.C. SYSTEMS
DOMESTIC REFRIGERATION PLANT -
COMMUNICATION SYSTEMS 9
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C9: PERSONNEL
C9.1 Industrial Relations Aspects
In moving from nava1 ship to commercial ship constructionsignificant changes will be required. The mix of skills will changeand this will result in the need for flexibility in tradedemarcation and extensive retraining. Throughout this change processthe Industrial Relations Section of the Human Resources Departmentwill be responsible for working with both management and employeesto ensure a smooth personnel transition.
The shipyard has an excellent relationship with all its employeesand this will be maintained by building on the existing mutual trustand loyalty through effective communication and cooperation inimplementing all the necessary changes.
C9.2 Training
The change over frombasic skills requiredabove, it will require
naval to comercial ships will not affect thefor ship construction. However, as mentioneda redistribution of skills.
Training for the employees will center on discussing the details ofthe types of commercial ships to be built and will focus on theimportant differences. The major challenge is to ensure that-theemployees will accept the necessary changes and not persist in doingcommnercial work in the same way they did naval work. It cannot be"work as usual". While the highest quality is still important, it isof a different level, especially in the area of documentation.
Also, the successful management of the transition together with sometechnology changes, will require some training of the managementteam will be necessary. All training will be “in-house” in the formof seminars carried out by appropriate in-house and brought-inspecialists.
All training will be the responsibility of the Training Director.
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C9.3 Project Organization
C9.3.1 Shipyard Organization Charts
Figure C9.1 shows the shipyard organization to the levels at whichcontact with the owner’s representatives will occur. Contacts withABS and USCG take place at the same levels.
Figure C9.1
SHIPYARD HIERARCHY TO SENIOR MANAGEMENT LEVEL
President
QA Manager
VP VP VP VP VPFinance Engineering Production Planning Procurement
Accounts Design Production Production PurchasingDept Office Control Engineering Dept
Drawing ProductionOffices Departments
andWorkshops
(1), (2) and (3) are points of contact with the owners.
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C9.3.2 Client’s Organization Chart
The client’s organization, to the level at which continuous contactwith the shipyard will take place, is shown in Figure C9.2. Prior tothe placing of the contract there was frequent contact between therespective Presidents, Finance VPs and Engineering VPs. Thesecontacts will continue but not frequently.
Figure C9.2
CLIENT’S HIERARCHY TO SENIOR MANAGEMENT LEVEL
President
VP Finance VP Engineering
ISuperintendent’s
Department
Contact- - - -
VP Operations VP Procurement
with- - - - - - - - -
Shipyard (1), (2) & (3)
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WEIGHT CONTROL
C1O.1 General
The actual weight of the completed ship decides how much of thedesign full load displacement is available for the carriage ofcargo. Generally, the required weight control of commercial ships ismuch less than that for a naval ship. This is because much more ofthe full load displacement is for carrying the cargo. That is thedeadweight for most commercial ships is greater than the lightshipweight. Whereas the opposite is true for naval ships where thepayload might be only a small fraction of the full loaddisplacement. Also the systems for a naval ship are much morecomplex than those for the normal comercial ship and therefore theestimation of the weight of the systems requires much more detailand effort.
Weight estimation for commercial ships have much more similarityfrom one ship to another. This enables designers to use parametricmethods plus greater margins for the unusual. Parametric methods ofweight estimation require up to date databases for the various shiptypes. While this is available to the current designers of theworld’s commercial ships, US designers do not have the database orexperience necessary to use a parametric approach with confidence.Therefore, until sufficient experience is developed, the shipyardwill utilize a weight control program to obtain the data andexperience to ensure that the required deadweight is achieved.
The weight control procedure is a modified version of the shipyard’ssuccessful naval ship weight control procedure, but of considerablyreduced scope. This will use the weight control team’s familiaritywith the existing procedure to ensure its easy transition for thefirst commercial ship.
C1O.2 Outline Procedure
The weight control program will be established and managed inaccordance with the shipyard’s Weight Control Procedure forCommercial Ships, issued . . . . . . . . . . . . .
The weight control procedure consists of the following phases:
Calculations from drawings.Equipment vendorLightship weight
weight reporting.and center check.
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The calculation of the weight items will be under the three majorgroupings:
SteelOutfitMachinery
They must be summarized as:
Total SteelTotal OutfitTotal Machinery
together with their associated centres of gravity and suitablemargins on all items.
C1O.3 Departmental Responsibilities
The Weights Section of the Naval Architectural Department will beresponsible for the weight control. A Weight Manager will beassigned for this contract. Individual weights and centers ofgravity will be calculated by the Weight Section engineers. A WeightManager will be assigned for this contract.
All weight information obtained by the other design sections will beforwarded to the Naval Architectural Department for processing.
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APPENDIX D
SHIPYARDS TO WHICH QUESTIONNAIRESWERE SENT
D1
APPENDIX DSHIPYARDS TO WHICH QUESTIONNAIRES WERE SENT
Norfolk Shipbuilding and Drydock CompanyBox 2100Norfolk, VA 23501
Bath Iron WorksWashington StreetBath ME 04530
Ingalls ShipbuildingPascagoula, MS 39568-0149
Avondale Industries, Inc.BOX 50280New Orleans, LA 70150-0280
Peterson Builders, Inc.BOX 650Pennsylvania StreetSturgeon Bay, WI 54235
Newport News ShipbuildingNewport News, VA 23607
National Steel and Shipbuilding Co.BOX 85278Harbor Drive and 28th StreetSan Diego, CA 92186-5278
Bethlehem Steel CorporationBETHSHIP, Sparrows Point YardSparrows Point MD 21219-2599
St John Shipbuilding Company, Ltd.Box 970St John, New Brunswi“ck E2L 4E5Canada
Trinity MarineP.O. BOX 3029Gulfport, MS 39503
McDermott InternationalMorgan City ShipyardP.O. BOX 588Amelia, La 70340
Every shipbuilder plans how they will build their ships. The plan may be only in someone’s heador a detailed and documented process involving many people. Often different departmentsprepare independent plans which are then integrated by a “Master Plan/Schedule”.
A Build Strategy is much more than the normal planning and scheduling and a description of howthe Production Department plans to build the ship.
A Build Strategy is a formal documented, integrated strategy for a single ship type and size for thewhole company prepared by a team representing all disciplines that will be involved in the designengineering planning material procuring building and testing processes. The Build Strategydocuments are well distributed and available to all levels of decision makers in the company.
A Build Strategy will be just as important and more used than the traditional ship specificationand contract to most decision makers in a shipyard. In fact it can be viewed as an internalcontract or agreement between the departments as to how the ship will be produced from designthrough testing.
It is recommended that the enclosed brief description of the Build Strategy approach be readBEFORE completing the questionnaire.
Your participation in this important project will be appreciated. A copy of the questionnairefindings will be provided to all participants. To ensure confidentiality for all participants,company names will not be used in the report
COMPANY NAME
PERSON
COMPLETING
QUESTIONNAIRE
NAME
POSITION
YES NOAre you familiar with the Build Strategyapproach described for this project?
Has your company ever prepared such a Build Strategy?
How many?
What ship Typesand Sizes?
IF YESWhich Department had the majorresponsibility for Build Strategy Development?
YES NOHas your comany ever used a Build Strategy for a complete design/build cycle?
How manly?IF YES
what ship types Iand Sizes?
YES NODoes your company use the Build Strategy approach for current projects?
IF’ NO, and your company previously used the Build Strategy approac, why did you stop?
a) Build Strategy document not kept up to dateb) Not worth the effort based on resulting benefitsc) It was not enforced. No one followed it
YES NODoes your company intend to prepare and use theBuild Strategy approach for future projects?
IF NO, why not?
a) Not perceived to be worth the effortb) Too much information considered proprietaryc) Other
If your company does not prepare and use a complete Build Please indicate in this columnStrategy, please indicate in this column what parts it does what you feel should be in adocument and distribute to all decision makers Build Stategy document
Ship Description
Applicable Regulations
Classification
Quality
Contract Requirements IProduct Work Breakdown Structure
Master Equipment List IDesign & Engineering Plan I
BudgetResource Allocation and UtilizationKey DrawingsMaterial Purchase RequisitionsWork Station DrawingsMaterial ListsCAM DataSchedule
Material Plan
BudgetMaterial Required DatesSchedule
Build Plan
Key Dates/Production Rate IProductivity TargetsB u d g e t Resource Allocation and Utilization
Module DefinitionProduct/Zone Identification u
Machinery UnitsIntegrated UnitsAccommodation
Build Plan (continued)
Paint StrategySubcontract Work ContentProduction Required InformationReference SystemMolded DefinitionAccuracy ControlTolerancesDistortion ControlRework ProceduresWork Station SchedulesWeight ControlMaterial Kitting ListsTests and Trials
1
Construction Data
Number of Plate PartsNumber of Shape PartsNumber of ModulesNumber of AssembliesNumber of Subassemblies
4
Joint Weld LengthPaint AreasDeck Covering AreasPipe Lengths and TypeNumber of Pipe AssembliesElectric Cable Lengths and Types
YES NODO YOU SEE THIS PROJECT AS WORTHWHILE?
DOES IT HAVE POTENTIAL BENEFIT TO YOU?
WHAT ADDITIONS WOULD YOU LIKE TO SEE COVERED IN THE STUDY?
OTHER RELATED COMMENTS:
Would you be prepared to allow a visit to your shipyard by members of theYES NOproject team to discuss your use/interest in the Build Strategy approach?Is US citienship required for such a visit?
SHIPYARD CAPABILITIES AND LIMITATIONSQUESTIONNAIRE
In order to develop a Generic Build Strategy (GBS) that will be usefid to the largest possiblenumber of U.S. shipbuilders, it is necessary to determine the general capabilities and anylimitations of the shipyards under consideration. These general capabilities and limitations will beused to develop an envelop of industry common characteristics on which the GBS will be based.
Your participation in this important project will be appreciated. A copy of the questionnairefindings will be provided to all participants. To ensure cofidentiality of all participants,company names will not be used in the report
COMPANY NAMEI
PERSON NAME
COMPLETING POSITION
QUESTIONNAIRE TELEPHONE
YES NOWould you be prepared to allow a visit to your shipyard by members of theproject team to discuss this questionnaire and its intended use?
Is U.S. citizenship required for such a visit?
Provision of the following documents would greatly help this study:Shipyard layout drawn to scaleShop layout to scale with list of major equipmentCompany organization chart with numbers in each department
MARKET
YES NODoes your Company have a Marketing/Sales Department?
Does your Company engage in Market Research?. . Domestic Foreign
What is your current primary market? MilitaryCommercial Ocean GoingCommercial OffshoreCommercial Small BoatPleasure Craft
What is your desired market Militaryfor the next 10 years? Commercial Ocean Going
Commercial OffshoreCommercial Small BoatPleasure Craft
List Contracts for the past 10 years:SHIP TYPE/SIZE CUSTOMER SIGNIFICANT DATES (Month/Year)
CONTRACTS START FAB LAUNCH DELIVERYAWARD
PLANNING AND SCHEDULING
YES NOIs all planning and scheduling performed by a single (central) department
Is planning performed at three levels? - Strategic (S)IF YES - Tactical (T)
- Detailed (D)
Does each department plan and schedule work?IF NO At what planning levels? - Stategic (S)
I F Y E S - Tactical (T)- Detailed (D)
Which department Coordinate#integrates plans?
Do you use a Material Requirements Program?
If no, what method is used?
Do you use an integrated Resource Requirements Program? I IIf no, what method is used?
Do you use Computer Aided Process Planning? I I
MATERIAL
YES NODo you have a Material Planning (Control) Group?
If yes, what department is it in?
Who has responsibtity for Material Schedule?
Do you use a material coding system?
Do you use material standards?
If yes, for what products?
Do you use MRPI or similar system?
Do you use MRPII (RRP) or similar system?
Are any materials palletised?
If yes, on what basis? Kits by Work Stationhop
BlockZone
ENGINEERING
YES NODo you have a complete inhouse Engineering capabiity?
Do you subcontract any of your engineering to Design Agents?
Do you subcontract all your engineering to a Design Agent?
Do you use Design for Production approach?
Do you use Design to Cost approach? I IDo you utilize Group TeChnology?
Do you use company wide project teams?
Do you utilize Concurrent Engineering?
Do you use CAD? -
Is engineering for production presented in the traditional Systems approach?
Is engineering for production presented in the Modular and Zone approach?
Do you have standard engineering procedures in place?
Do YOU Use engineering standards?
Do you utilize integrated machinery units?
Do you have an inhouse computer aided lofling capability? I I
Do you use a Service for your Lofting and N/C documentation? I IDoes your CAD system prepare Manufacturing Piping Details?
Are the Engineering drawings used directly by Manufacuturing?
Are work station/shop sketches used by Manufacturing?
Who prepares the work station/shop sketches? Engineering ManufacturingDo you have a separate Manufacturing/industrial Engineering Group? I IIf so, what department are they in? Engineering
Number of engineers (Degreed professionals)? Current Maximum
Number of designers? Current Maximum
Number of drafters? Maximum
How is engineering organized?
Are sections grouped traditionally, that is Hull Machinery and Electrical?
OR, are sections grouped to suit Modular and Zone Design and Construction? I
MATERIALS HANDLING
YES NOAre all materials handled by cranes?
Plate yard material handling is by
Shape yard material handling is by
Pipe yard material handling is by
Structural shop material handling is by
Pipe shop material handling is by
Machine shop material handling is by
Outfit shop material handling is by
Are self+elevating, self-propelled transporters used? I IIf yes, what is capacity? IAre self-elevating non self-propelled transporters used? I IIf yes, what is capacity? IAre non self-elevating trailers/transporters used? I IIf yes, what is capacity? IAre fork lift trucks used? I IIf yes, what: Number Capacity
What other material handling systems do you use?
MANUFACTURING
YES NODo you use the modular structural approach?
What Structural product breakdown do you use? PartS u b - a s s e m b l y AssemblyBlockSuper Block
Do you use Zone Oufitting approach?
Do you use Advanced Outfitting approach?
Number of craft workers?
Number of laborers? Current Maximum
Number of support workers? current Maximum
Do you use subcontractors for work in the shipyard? I IIf yes, for what products?
Do you have an Accuracy Control Group? I IIf yes, what products is it used for?
Do you utilize Advance Outfitting Integrated Machinery Units?
Do you utilize Advance Outfitting On Block outitting?
Do you utilize Open Sky Advance Outfitting
Is electrical outfitting including cable installed in blocks?
PAINTING
YES NODo you blast and prime mat Plates
Shapes?Pipe?
Do you use weld through primer?
Do you blast assemblies or blocks to remove primer? t 1’Do you have cells for blasting and painting of assemblies or blocks?
FACILITIES
Site Particulars Total acreageCovered shop areaPlate yard area
Pipe yard areaCovered warehouse area
Site Constraints Width of riverMaximum draft at outfitting berthAny Canal/lock access to Sea WidthAny bridge access to sea height
Building Berths Berth numberType
BreadthFor drydocks,max float off draftFor launch ways,max water depth
Berth Cranes Number of cranesTypeCapacitiesOutreachMax Multi crane lift
Structural shop and Shop Size Lengthplattens Width
Height under craneMaximum throughputRecent throughput
NUMBER TYPE CAPACITYBurning machinesPlate RollsPlate PressShape BenderShop cranesBlast & PrimePanel lineAssembly areaBlock assemblyBlock erectionMaximum assembly Size WeightMaximum block Size WeightMax lift for turning Blocks
Machine shop/s Length Height under craneEquipment and capacity:
Piping shop/s Length under craneShop Capacity By
YES NODo you use N/C pipe cutting?Do you use N/C pipe bending?Equipment and capacity:
outfitting shop/s LengthDo you have a machinery unit shop?
What welding equipment/ Fab Shopprocesses do you use?
Platten
Berth
Access Equipment YES NODo you use conventional staging?Do you use Patent staging?Do you use “Cherry-pickers”?Do YOU Use “Sky-Climbers”?Do you use elevators?Do you use escalators?
SHIPYARD CAPABILITIES AND LIMITATIONS QUESTIONNAIRE
NOMENCLATURE
The following terms are used in the Shipyard Capabilities and Limitations Questionnaire. It is recognizedthat they may have different meanings for different shipyards. Therefore the intended meaning is as statedbelow.
PART
SUB-ASSEMBLY
ASSEMBLY
BLOCK
SUPER BLOCK
PIPE PIECE
PIPE ASSEMBLY
INTEGRATEDMACHINERY
Individual interim product as cut from raw material
Interim product consisting of two or more parts joined together
Major structural component made up of parts and assemblies such asWeb Frames, Bulkheads, Flats, shell, decks, etc.
3 D structure consisting of joined assemblies and parts such as bow,stem, double bottom tank, wing tank, machinery space overhed, etc.
Large 3 D structure consisting of two or more blocks joined togetherbefore erection at the building berth
Single pipe part which may be bent
Interim product consisting of one or more pipe pieces joined to fittings,valves, etc., by welding brazing or bolting
A combined equipment, piping electrical and support structure for majormachinery systems assembled and tested in a shop environment and installedonboard the ship as a unit
Additional copies of this report can be obtained from theNational Shipbuilding Research and Documentation Center:
http://www.nsnet.com/docctr/
Documentation CenterThe University of MichiganTransportation Research InstituteMarine Systems Division2901 Baxter RoadAnn Arbor, MI 48109-2150
